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Skills &

Abilities
Needed by
Managers

Chapter 1, Section 3 Page 15-23


Fundamentals of Management
 Differs by Management Level (Katz)

Strategic & Political Skills

Interpersonal Skills

Technical Skills

First Line Middle Senior

Fundamentals of Management p15


1.Brevity

2.Variety

3.Fragmentation

4 Preference for
Live Action

Fundamentals of Management
 Interpersonal Roles
 Figurehead
 Leader
 Liaison

 Information Roles
 Monitor
 Disseminator
 Spokesperson

 Decision Roles
 Entrepreneur
 Disturbance handler
 Resource Allocator
 Negotiator
Fundamentals of Management P 17 - 19
n Ach
 National economic growth

n Affil

n Power

 Leadership Motivation
Profile

Fundamentals of Management P 19
1 Communication
97%
2 Self – Management
75%
3 Organisational Ability
68%
4 Influencing Skills
67%
5 Teamwork
60%
6 Interpersonal Skills
58%
7 Analytical Skills
58%
Fundamentals of Management P 20 -21
 Intelligence
 Average population IQ = 100
 First Line Managers 108
 Middle Managers 118
 Senior Managers 124+

 Personality
 Moderate extroverts (some specialists can have
lower extroversion)
 Emotionally stable
 Conscientious
 Moderately tough-minded
 Open-mindedness depends on situation

Fundamentals of Management P21-23


Boss Sponsor, leader
 Follows chain of  Deals with anyone
command
 Accepts structure  Changes structure
 Decides alone  Decides with others
 Hoards information  Shares information
 One discipline  Many disciplines
 Demands long hours  Demands results

p 23
Fundamentals of Management