Professionalisation of Managementaditi.du.ac.in/uploads/econtent/Optical_Reader_009.pdfProfessionalisation of Management (1.8) The society of 1900s had fe w, small-sized institutions

Profe ssionalisation of Management (1.8)

The soc ie ty o f 19 0 0 s h a d fe w, sm a ll-size d in stitu tion s m a n a ge d byth e family h e a d s .

G o ve rnme nt wa s th e o nly in stitu tion that looke d afte r th e n e e ds o f th e s o ci ety.There

we r e a lm ost n o or ve ry fe w bu sin e ss institutio ns. S m a ll wor ksh ops, sm a ll ed ucati o nd

a n d h e a lth c e n tr e s a n d pr ofe ssion s (m e dic in e , law or e n gin e e r in g) we r e p racti cedat th e

in dividu a l le ve l. Institutio ns we r e own e d by in dividu a ls who fulfille d th e ir financi almd

n on -fin a n c ia l n e e ds. Th e se ind ivid uals, a s h e a ds a n d o wne rs o f th e in stitu tion s wereds o

thc n la n a gc r S wh u wor ke d lor cco numi c and s o ci al de vc lu pm c n tof th c in stitu tion s,

D e v c lal'"c llt, a t th a t ti me, wa s c on sidc r c u :, fu n c tion o f sa vin gs and cap i tal in vc h tm e n t.

Ma n a ge m e n t wa s pljjnalily r :n n il !-m a n a gc u a s (I )h c , th own c m h ip and c o n tru ] tJf h u sin e iswcrc i n th c hami. u f\h c fanljjy hcad x, ai l tl (i i ) r h ,' r u c u s wi e;

a rl p r fit th a n s uci al va lu e s.

As co n\rul wa s in th c hands. [[:unily h c a tl. \illl l l c l cg atcd p us i l i uns to, th e r m e m be r sof thc family, th e y m a la gc d i l rc b us i nms a ol d i ng Iu va lu e syslc m o f th c family,

and

sin c e dir fc r c l l t r :m r i l ic h a tl diffe r c n t va lu e ey l cnl s ,':,"g anisalio ns

hcatl cd hy diffe r e n tr, mi l i cs WCIT'"an; g cd tlille rcnlly. Th, JL g h pl.. Fe s I, n: I su vic e s l i k e th nc,Jt acco untants ,eng i neers a n d la wye r s we r e hi red , [ hcs c pr..Ie s iu r a l we r e p ai d r or th e ir s ervi ces . Th e yd i d 111)! h, V. th c tlucisi""making, U 1 h..£ t;I', ;':,-wiu ce n; , al i s cd with lh. h.Ad u f thelamily\''J'" :'"1aged th c b us i nes s o n th c ' bu si· .1 hi s k....v].Dg'"° lj.'"I gY'"h"l han pr ofe ssiu n a lis m . Evc n i n t hc p u t r l i c s e c t ur r ir a n a gc m c u tIn!h c tr ad iliunall I rnes wa Sn lo r e or l es s n o n-p ru I cs s i unal . Bu r c a u w a c y pr c va ilu d a n d th c tu p· lc"l m a n a g' "rcp rcs cntcd th c vo i ce o f th c bu r e a u c r a ts.Th c pr u fc h siu . Al co rnp ctcnce was , thus ,

l ack i ng

and it la r ge ly c on u ibu tc d to lu w wrf.Rm . N c u c ,f l hc o rg ani s ati o ns I, 1 thc m ic r o I.. cl andeco no mi c de ve lopm e n t a t thc n la c m l evel .

·r h ou gl: res o urces wcrc n o t s carce, th e y W

crc

n ot o p timally u ti l ise d lor lack. F p ro f· .si""1 co mp . Ic[:.C. La. k o f pr ofe ssion a lco mp etence wa s a u r ibu tc d to thc rul l uwi ng la c tor =:

1. Com pc lition wa s n ot inte nse "d or g· .I.'"ons we l ' e n ot ve r y]i l , -gu i n s i z e . P r ofitwa s th e majo r yard. i i ck us ed to m c a su rC..g . N i s ati o nal s ucces s wh ic h wa s o Ftena c h ie ve d e ve n without p rafes s i o nal i s ati o n o f m a n a g. m. N t. Thi s d evcl up cd a be li .

f

a n d an a u itu de th a t fa m ily head s and bu r e a u c r a ts C..I d achi eve 0, g ani s ati o nals ucces s e ve n without p ro fes s i o nal i s ati o n uF manag ement.

2. Be in g s mal l i n s iz e , own e r sh ip and m a." '". t .. Mai.. d i n th c s ame h a n ds. Eve nin l arg e o rg anisati.Ns , th ou gh thc Bo ard . va s lc g. 11y c on stit.. t.d ,

c on tr u l wa s i n th e

h a n ds of fe :. Infl.Enti al pe . ple , vho, vere the O\. N er e n tr e pr e n e u r s. Wh ile th cn a v ou r u f p ro F.ssi. N al i s ati o n wa s m i s s i n g , l hc c e n lr Ms, d ap p , -.

a.h to. Nagc m'"pr ov cd su c c e s.Fu l_Th is d i d

n o l enco urag e P·. Fe·.Io . Alisatio n. [man'ge'"L.3. P ub l i c s e c to r or ga n isa tion s we r e ma. Ag e d by c ivi l se rvants. ppoin te d by

th e

Govc r n m e n t. Th e se c ivi l s ervants were bc u e r techno cratsth a n m a n a ge r s.Tho. G h ,

h owe ve r, th e y manag ed the b us i nes s enterp ri s es , th e yd i d n ot a dopt pr ofe s. I. nal

m a n a ge r ia l p racti ces .

Kno. Ied g e o F pr ofe ssion a l m a n a ge m e n t was ,th.., al mo s t U.k..wn to m ost o F th e

b us i nes s enterp ri s es u n ti l a fte rthe 0.Tb re ak.f Wor ld War I . AFte r th e first Wor ld Wa.,

m a n a ge m e n t c a m e to b e reco g ni s eda s a d i s tmct fiel d of stu dy. He r be r t ttoovgr (1874-

19 6 4 ) on d Th om m J. Mm a r yk(185o-1937)were amo ng s t thc p i unecrs wh. Fe lt th c need

for a pplyin g the p ri nci p l esof m a n a ge m e n tto res to re the eco no mi es wh ic h we r e de str oye d

du r in g th e war.

With emerg ence of l a rg e s ca leb u s i n e s s and no n-b us i nes s o rg ani s ati o ns (s chml s , ho s p i tal s ,

res earch o rg ani s ati o ns e tc .)du r in gmi d 19 0 0 s ,ou r s o ci ety b ecame a s o ci ety o f in stitu tion s.

I t b ecame a p l ural i s t s o ci etyi n the s e n s e th a t p e o p l e rel i ed o n a n u m be r o f in stitu tion s to

sa tisfy th e ir va r ie d need s ,l i k e eco no mi c gm, heal th c a re , m a n d se c u r ity need s ,

ed ucati o n, res earch etc.

c s c instilulio n)lxx nm c « tln r ge In* l l c lh i l llh c owlle m cuukl n c llh e r m c c t lhcir

{lnal\:T 'I T ·qu ir e m c tlts no r n 1 anng c lh c ln clre cllvcly. Th e r C wa s, lh u * , divc r * i rl n o f (J wneni hi p t ro nmanag cmcnl. Ma n a gc r n wclr n plx) In lc d

wllo Itt· ll×d tht· s e c r }lc r pr isc q by-I. In c r e a sin g th e ir pm duc llvily.

2 . Anal>ing lh t· im pa c t o f urg anlnlio naltrttlv i l i ui on S {X-hrl vtr lu e s, c u ltu r e and h e l k¢ ,

3 . c r c a lin g ncw bu sin e ss up p urtuniticsra lbL·r lh u n up tirnising lh c cxisling m.h

crcatM m a n a g t' r-cnl r t' pr e ttc u t=.

4. Incmming th c lc vcl uf p crfur maneci n lh c r it· l d o f cetJ numi c tmks, heal th c » e .

r du c a tion or pr u tc x·ti o n ut th c cnviromr]cn'spr odu c in g C co: o nri C a n d socilld cvclo p mcn!

I tion g with saving s a n d c a p i ta lin ve stm e n t.

mc i ns ti tuti o ns o f toda y m u st b e m a n a gt· d uffe clivt·]y lu r crT] ai n co mp e titive i n the mo f globa lim tion . Ma n a ge m t' n t to d a , v i s vie we d

a s a-I. for c e to br in g tTon om ic , or ga n iza tion a l a n d soc ia l

rcfo lms.

2. wo rk with its 0 wrl tools. ski l ls a n d te c h n iqu e s.3. Di s ci p l i ne with a tr or ga n isc d bu dy uf kno w le dge wh ic h c a r l b e a pplie d i n al mmt

e ve ry s i tuati o n and e ve n ' organisation-busine ss or l lon -bu sin e ss.

4 . culture with a sc t of traditional value s, c ustom s and b e lie fs. Th is h e l p si n m ou ldin g c u ltu r a l as p ects o f th c soc ie ty.

5. p racti ce wh e r e m a n a ge m e n t i s a disc ipl in e wh ic h i s no t just a c odifie d W o fkn owle dge . Ma n a ge m e n t i s p racti ced , pc r fot-r m : d a n d i s re sult-o rie nte d

6 . Mu lti -in stitu tion a l fo rce, wh e r e th e need fo r m a n a ge m e n t is fe lt in al l i ns ti tud o m,b us i nes s a s we ll a s n on -bu sin e ss. Manag e me nt h e lps th e in stitu tion pe r for m thcfu n c tion s for wh ic h it exi s ts .

7. Mu ltin a tion d d i s ci p l i ne. Th e wor ld toda y i s a sin gle m a r ke t a n d m a n a ge m e n t c a n n o tb e c on fin e d with in thc n a ion a l bounm e s uf th c co untry. Ma n a ge m e n t i s m m ingan in stitu tion o f a doba l e c on om y.

In l i g ht o f th e facts d i s cus s ed a bove , wh e r e bu sin e ss a n d no n-b usinms h ou se s mo vdfr om o wne r-mnag e me nt Io pr ofe ssion a l-m a n a ge m e n t (manag e me nt of entei p ri s es b yp mfmio rraJ ly qm jfie d m a n a ge n ) , th e r e m a r ks m a de by P e te r F Dmcke rare n ote wor th y..Ma n a se m e n t i s in de pe n de n t o f own e r sh ip , r a n k or powe r. I t is an obje c tive fm c tionand ou gh t to be gr ou n de d i n the r e spon sibil i ty fo r pe r for -r tia n c e . P r ofe ssion a l-m a tia ge m e n lis a fu n c tion , a d i s ci p l i ne, a tmk to b e don e : a n d m a n a ge r s a r e th e pr ofe ssion a is whop racti ce th is d i s ci p l i ne, c a r r y o ut th e functio m, a n d disc h a r ge th e se taskk It is no l o n g e tr e le va n t wh e th e r the m a n a ge r i s Mo an owne iiif he i s , i t is in c ide n ta l to hi s m a in fu n c tionwh ic h i s to b c a m a n a ge r. ·

XHm en t is b e co ming · profmonally m a n a ge d disc ipl in e be c a u se o f th e followI. As b us i nes s firms gr e w in s i z e , i t be c m e d ifficult to m a n a ge th e m in th e t radimway. Th e m a n a ge m m t p o l i c i es we r e re

3, Ava ita h il i lv of tmi nctl , s kj l l e d and cd ucal cJ mnnag cmh a $ u l s c JI c d Io l tr r /c q$* ]n a -

l i s al i o n o f m a n a gc m m t. Ma n a sm n c m td uco l i o n l s lm¢wtc« l m fu. II· ti ntc a rt« l pa r t·

ti nl c b ahi ] . S h or t· te r m manag Lxnem d t' rc l up ntt' ntcouN a rc u ffc r c d by m a n y

Institutm Man b usinu« or ga n lm tlu m in the pr ivotc o nd p ub ics e c to r h a ve

mmag mcttt d evel o p ment Ccntm l u tr dn tht· i r rni l ni tg ers .Eve n s mal l c o m p ani cs

toda y p refer th c i: nl anag cni l u a ltc r u l h c s hurl · termm a n a gc m c n l dc vc lu pm

c n l

pr ogr a n tn te x T h ce n tir e vic wpu ln l ia ching ing fr olnown e r m a n a gc fs

10

pr ofNsion a l trl anag rr $4B us i nes s wa s g cttin8 in tc r n a lion a lisc d ti nd multinaliunals o p cfating lh c irs ub s i d i ari cx in Ind i a were hi g hl p rufcs s i unal i s cd and

a lw ve r y s uccH * fu l. Th ou gh

it took l i me for Ind i an entrep rcneun to a d o p t thei r p ro fes #i o nalm a n a gc m c n l

p racti ces , th e y g rad ual l Y mo ved tu w ard s th c s ame andreal i s ed thc need for

p ro ftmi o nal i s ati o n o t Ind i an manag ement lor s ucces s ful o p erati o nof th e ir l arg e

b u s i n e s s h om e s.

J ustifimtio n of Pro fe ssio nalisatio n(13 )

There a re two s e ts of arg uments for p ro fcs s i o nal i s i ng manag ement.Thes e are d es cri b ed

be low:

Arg umenta In Fa vou r o f P ro feaal o nal M anag ement(1.9 .1)

Profe s s iona l manag ement o ffers the fo l l o wi n g be n e fits:

1. In the co mp eti ti ve bus ine s s e n vi ro n m e n t b o th a t the nati o naland i nternati o nal

le ve ls , on ly p ro fes s i o nal l y q ual i fied manag ers can face co mp eti ti o n.I n or de r to

s urvi ve in the g l o b a l d namic e n vi ro n m e n t , it is n e c e ssa rv th a t m a n a ge n a r e

p ro fes s i o nal l q uab fied and trai ned . N o n -p ro fe s s i o n a l or fa m ily manag ers m a yno t

b e a b l e to cam' thei r co mp ani es s u c c e s s fu l l y fo r to o long.

2. P ro fLs s i unal manag cni n o t on lm a xim ise proFits b ut a ls o co rp o rate i mag e amo ng s t

s tak eho l d ers (cred i to rs , g o vernment s u p p l i e rs , co mp eti ti o ns etc.) i n (he s o ci ety,

nati o nal and i nternati o nal mark ets .

3. Profe s s iona l manag ers fo l l uw a s p e c i fi c c o tl c o f e thics . Li k el i ho o d o t mal p racti cesl i ke s p c c u l a d o n , mi s rep res entati o n o f i nfo rmati o n, p ro mo ti o n of ves ted i n te re s ts

at thc c o s t o f s tak eho l d eni ' i n te re s ts wi l l b c red uced .

4. Profe s s iona l manag ers i mp ro ve the wo rk i ng o f b mi nes s entei p ri s es and m a ke th e mm o re p ro d ucti ve. B us i neH firms c a n b c b etter manag ed b y p ro ft· s s iona l manag ersthan no n-p ro fes s i o nal m a n a g e rs .

Argu Ag alm Prolmm M ana* e mm (1.9.2)The fo l l o wi n g arg uments a re o tfcred a ga ins t p ro fes s i o nal i s ati o n o f m a n a ge m e n t:

I . I t is no t ra re to Find p ra c t i s i n g m a n a g e rs who a re s ucces s ful d e s p i te no t b ei ngp ro fe s s i o n a l l y q uab fied . P ro fes s i o nmati o n o f manag ement m tak e a wa y th e

24

Le ve ls of Management ¢i . 111

Ma n a gc wt p e rfo rrn va r iou s m a n a ge r ia l (p ln n n in g,or ga n isin g. statfing . Dire c ting* nd

c on tr oltin p) a n d opralivc (p md uctio n, lx r su n n c l ,fin a n t' C a n d thur kcling ) functl o ri n.

Dcrmrd ing on th c a c tivitie s p crfo rmctlby 11ranag crs , lhcy can b c cl twifit· d o n lh c b mi s

of Ic vc ls. Thc le ve ls cr¢ a ¢ e ¢l llie mrc/lv or s cufur L·/i ti mi rt I/It'ur¢ un{m llull sfrlu· lttr

M i d d l e Ma n a ge m e n t (1.11.2 )

l r r tr odu c tlor r : Mitkl lc i l la n :\g crl rcnt co ns i s L& l f n ia n : g crs wh u arc ih c de pa r tm c n ia l hcaas .Tllc y se r ve a s a l i l lk h c t waCIl tu p· Icycl antl l uwcr· l evel r n a n a ge r s. It im plc m c n B th c

imlicic r i 0 111 top to l¢1\\'t r -lc cls U11d c om m l rrrl cal er c !. J rl s r r u ln II)wc r -le ve l 10 t hc t 0 plcc ] 111: \11: g u l l \C 11l h als. B n c )s ts th c I , wc r-1 vcl trl ai l ag cm r, r h :: l lc r l n r for m a n c c a n dtrai ns i l ic lu wcr-lc l'cln la n a gc ix. 8 l i 40 1c-l evel ntanng crs h r itlgc th c g ap h c lwc c n twu. I tI ·C I \10 \·C sr r l isu r ttle r sta n din g a lld c re a te s curd i a II cl ati urts hi p s arnutrg s t th c 1 op a n d 1owc rl evel s of nrarrag cl ttc l r tthe u r ga il isa tiu n Ls d i vi d ed i l l tu ditr c r c n l dc pa r tm c n ts arrd m i d d l cl evel 11ranag cl a a c t a s head s uf th c i , mp cctivc de pa r ln 1c n ts. Tlrc y: \re thc' d e p anmcnlaltlr a n a gc r s' ,' p la n t m a n a ge r s' ,' a ssisla ir t lnail:r gc ls' c tc ., l hc e xa c t ti tl e , h u wc vc f,

d iffe r s

lm m 0 1·ga n isa tiu n to u r ga n isa lio n. 1' l l c h e a t l s t ftl l e viu iu u s c lc pa r tm c n ts re c c ivc 0 r dc r Sfr om thc top lc c lmallag cls a ttd tllcy p a s s i l 10 l l l c i r. Lih or l l ir : \10 5(l uwcr-1 C ve l m a n a ge r s) ·Th e y s ul u r vis C cl i rect a n d c oll lr u l thc acri \' i ti cs o f l tJ rcl l l cn, inswclo rs a n d str pc n ' lm r s.Th c m iddle -le ve l 111:\11: r gc m c n t i s a l l s \\' c ra b l c tu l l l c top lc v. I m:, n :, gc m c n t ft)r flin c tiu n in gof th e ir d ep at· t r l rc n l s . A l ai · g c s i z e d o rg ani s ati urr tl as a r :lil ly li, I ·g c n u r n bc r o f m iddle -le ve lm anag c r SFu n c tton s pe r to r m ed by m ld d le l evel m a n a ge ·S Middle -1cv.1 m anag crs P c r for m t

h e

fo l i o \\i rrg fu n c tior r s:

(They c om n r u n ic a tc P. l ic y d cci s i uns a t top n ra n a g c , · . 10 lu:.' cr-1. vc l m a n a ge r s a n dgu ide Io \' ' cr-l e\' el m a n a ge r s 10 im ple m e n t th e m . Th u s, th e y d i r· cct

th c a c tivitie s o f

l o \\' er-l evel a n d ope r a tin g emp l o yees .

(b ) The y]ay th c g ual s , p l ans and pu lic iu · r.r th e ir r c spc c tivc de pa r tm e n ts a n d e n su r eth e ir s ucces s ful a c c om plish m e n t.

(4 The y s p end mor pa r t o f th e ir ti me (ab o ut 75% )in manag ng dayto-day ope r a tion sthe c om pa n y. The y du n ol a c ti . Ely in te r a c t with th e ou tside pa r tie s (c u slom c r s,s up p l i ers etc.)

(4 The y b al ance th e de m a n ds of sup e rio rs. Ith th e cap aci ti es a n d c a pa bil itie s uF th esu bor din a te s. The y u bse r ve th e a c tivitie s of lowe r -le ve l m a n a ge r s a n d r e pu r t th e m

to top m a n a ge r s.

(4 The y pa n ic ipa te in e m ploym e n t and tr a in in g u f I o wer-le.cl m a n a ge m e n t.(h The y c oor din a te th c a c tivitie s with in th e ir division or de pa n m e n t.

(g ) The y s end imp o nant r e por ts and oth e r imp o rtant da ta to top le ve l m a n a ge m e n ta n d e va lu a te pe r for m a n c e o F junio r m a n a ge r s.

(h ) The y i ns p i re lo we r-le . El manag ers to wal · d sbe tte r pe r Fu r m a n c e .

(0 The y m otiva te su bor din a te s for h igh e r p ro d uclivily a n d a wai·d th e m fo r th e irou tsta n din g pe r for m a n c e .

They r e c om m e n d a m e n dm e n ts in p o l i c i e s of th e ir r e spe c tive d e p artme nB.Lowe r Ma n a ge m e n t

In tr odu c tion : It is a komanag ers or supe rvis

cal l ed a s o p erati o nal l evel m a n a ge m e n t. I t c on sists o f first-liners . Th e y se r ve a s a l i nk be twe e n m iddle -le ve l m a n a ge r s a n d no n-

m m ta gc r ia l cm ployc e s. Th e y su pe r r isc lh c a c livi l ic suf no n-manag e rial e m ploye e s and

co -o t· din a lc th e ir wo \· k wilh lh oxc u pc r a lin g at h igh e r le ve ls o f hie rarchy. The y tr a in theW or kc rT i , look a fte r lhcil' p r oblc m s in d try 10 solv C

th e r n . The y o p cralc a s th c l as t l evel of

m a n a gc m c n l. Th e se m a n a ge r s al-t.' Fo [-crncrl' ,' sup e rviso rs' ,' uffi cc m a n a ge r s' ,' ope r a tin g

manag e rs 5U p cr In \\n dc n l 5 c tc T h c y r n a y b cle c h n ic a l supe rvisors P ro d uclio n

sup ct:R s O L fin a n c ia l su pc n Ixun 01 m a r kc tin g S up cl 5 Isor sAn ul ga n isa lion has th c l arg es t

n u m be r u f m a n a gc n a l lhL· Io wcr-Icv cl .

Fu n c tion s pe r for m e d by lowe r -le ve l manag e rs:Lo we r-le ve l m a n a ge r s p e rfo rm the

fou owin g fu n c tion s:

(a) Thcv su pc n isc th t· a c liv i ti es of emp l o vL' 0 5,Is s ue in stm c lion s a n d h e lp th e m mute

th ose in str u c tion s.

(b ) The y c oor din a te l hc work u f t· m plu yc e xw i th lh c or ga n isa tion a l r e sou r c e s (fInanci ala n d n on -fin a n c ia l)

(C) Th e y no t on ly s u [ »t' n' i s e thc a c tivitie s ol ' c tTr plu y eesbu t a lso tn tin th e m to pe r for m

be tte r Io cmurc smmth c u n du c t uf bu sin e ss o p er a tion s.

(4 Thcv c val uatc thc pe r fol rl l ance o F e m ploye e s a n d se n d th e ir r e lx)r ts I o h igh e r -l evel manag ers .

(e ) Th «T p l an da y-10-da v ope r a tion s o f thL· bu sin e ss a n d do n ot de a l with th e ou tsideW·o rl d .

(h Th e Y m ign jobs and tm ks to va r iou s W or ke r s. The y a lso p ro v ide training to thewor ke r s.

(g ) Th e y a r e res p o ns i b l e for th e q uality a n d quantity of p ro d uctio n.Ut) Th e v hel p to solve gr ie va n c e s o f th e W or ke r s.

(t) The y pr e pa r e wrio d ical r e por ts a bou t th e pe r fot· triance o f th e wo rke rs.

The y c om m u n ic a te wor ke r s' pr oble m s, su gge stion s a n d a ppe a ls to hig he r le ve ls.(k ) m e , V r e c e ive in str u c tion s fr om m iddle -le v el m a n a ge m e n t a n d imp le me nt th e m to

a c h ie ve m u tin e functio ns o f th e b us i nes s .(j ) mey e n su r e sa fe ty o f to o ls, m a c h in e s a n d e q uip me nts on whic h wo rke rs pe r for mthe ope r a tion s.

(m ) Mey C re a l e a s ens e o f be lon gjn gn e ss a m on gst wo rke rs whic h h e lps in b md ing theim a ge o f th e e n te r pr ise .

Al a »r#* ment: C o n i vp l nml N nnnv

Dlagram m atlc Representation of Le ve ls o f Manage m e nt o . 12 )

L e ve h o f Ma na ge me nt

Manag e rial S kills (1.13 )

M anag eri al s ki l l s has s p eci al reference to thc l evel s o f m a n a ge m e n t. Ma n a ge r s a tal l

le ve ls-to p , mi d d l e a n d low, h a ve manag eri al s k i l l s ; co ncep tual , h u m a n and techni cali n

va r vin g d eg rees .

The need to exerci s e thes e s ki l l s d ep end i ng o n the o rg ani s ati o nal l evel s can b eLmd ers to o d

thro ug h the fol lowin g f figu r e :

Top le ve l

M i d d b le ve l

L o w le ve l

Ma na ge ria l S k i l l s

As we m ove down th e h ie r a r c h y, m or e techni cal s ki l l s and l e s s co ncep tual skil ls a r e

req ui red by m a n a ge r s a s m a n a ge r s at lowe r -le ve ls d eal with job techni q uesm or e th a n

fr a m in g p l ans a n d p o l i c i e s . At hi g her l e ve l s , the need for a n a lysin g th e or ga n isa tion ,

envi s i o ni ng its future and c o-or din a tin g the o rg ani s ati o nal acti vi ti es i s m or e (c on c e ptu a ls ki l l s ) th a n techni cal s ki l l s to pe r for m the job. Hu m a n s ki l l is e qu a lly imp o rtant a t al ll e ve l s of the or ga n isa tion b ecaus e manag ers

at a l l l evel s d eal with th e wo rk-fo rce a n dmus t have human s ki l l s to mak e wor ke r s co ntri b ute to ward s or ga n isa tion a l g o al s .

Thes e s ki l l s a r e d i s cus s ed be low:

1. Con c e ptu a l S k i l l s

2. Hu m a n S k i l l s

3. Techni cal S k i l l s

I. Co nce p tual Skills: Th e se skil ls re fe r to m e n ta l ability uf m a n a ge r s to inte g rate theo rg anisatio n' s in te r n a l e nviro nme nt w ith

i ts e xte r n a l e nviro nme nt. It ism a n a ge r ' s. Abil ity

to a n a lyse th e o rg anisatio n a n d in te gr a teits pa r ts with e a c h o the r a n d th e or ga n isa tion

as a who le . Manag e rs a t top le ve ls h a ve co nce p tualskil ls to analyse e nviro nme ntal

oppor tu n itie s, e xploit th e m g ainfully a n dr e la te the m with th e o rg anisatio n' s inte md

syste m . Manag e rs sh ou ld b e kn owle dge a blea n d imag inativ e to u se th e se skil ls a s th e y

h e lp to Fr a m e a n d imp le me nt or ga n isa tion a l pla n sand polic ie s.

It r e qu ir e s skil ls su c h a s thinking globa lly, anticip atinge nviro nme ntal o p p o rtunitie s and

thre ats, e m powe r in g p eo p l e in th e or ga n isa tion ,cre ating a sh a r e d v ision a m on gst th e m ,

b uild ing te amwo rk, p ro mo ting c h a n ge manag e me ntand transfo rmatio na]

l ead ers hi p ,

a ppr e c ia tin g wo rkfo rce d ive rsity in th e globa lbu sin e ss e nviro nme nt e tc .

Addin g a ne w p ro d uct l i ne, de le tin g an e xistin g produc tor e nte ring into inte rnatio nal

marke ts, r e qu ir e s a pplic a tion o f c on c e ptu a ls : m s.

2. Human S kil ls: Ma n a ge r s a t m le ve ls h a ve h u m a n skil ls to de a l with p eo p l e a s in dividu a ]s,gr ou ps a n d te a m . Th e se skil ls c om pr ise

th e ability of manag e rs to work with andu n de r sta n d p eo p l e in th e or ga n isa tion . Manag e rs

at d iffe re nt le ve ls pa ss or de r s andin str u c tion s to th e su bor din a te s ke e pin g in vie w the ir ability to caw out th ose or de r s.The y al s o in te r a c t with th e ir su pe r ior s a n d pe e r s

a n d the re fo re , ap p ly th e se skil ls tou n de r sta n d a n d a n a lyse th e ir b e havio ur. The y h e lp to g ain co nfid e nce of oth e r s, to wor ka s a te a m a n d c o-ope r a te with e a c h o the r. Manag e me nt is th e art of g e tting th in gs d o nethro ug h oth e r s. Th is can b e don e wh e n on e u n de r sta n ds th e need s , b e havio ur a n d d es i reso f oth e r s thro ug h a pplic a tion o f h u m a n skil ]s.

It e n su r e s ope r a tion o f skil ls th a t c oor din a te in di\: idu a l goa ls of th e wo rkfo rce with g o a l so f th e or ga n isa tion . I t ai ms a t b md ing a c oope r a tive te a m e nwro nme nt in th e or ga n isa tionwh e r e pe ople r e spe c t each oth e r ' s n e e ds and co o rd inate the m with n e e ds o F th eor ga n isa tion .

3. Te c h n ic a l S kills: Th e se skil ls r e qu ir e th e abilit to u se tools and te c h n iqu e s in o n e ' sa r e a o f spe c ia l isa tion . It r e qu ir e s s p eci al i s ed know l ed g e to pe rform a task, be it c om pu te ro p e ratio n or ope r a tin g a m a c h in e . Manag e rs posse ss te c hnic al skills to p e rfo rmmanufacturing ope r a tion s or pu blic ad ministratio n. It re q uire s kno wle d g e of pr oc e du r e sa n d m e th ods to p e rfo rm va r iou s jobs a n d give instmctio ns to sub o rd inate s to carry ou tth e p ro ce d we s. Ma n a ge r s a t lo we r le ve ls p o s s es s hig he st de gr e e of te c h n ic a l skil ls.The y de a l with a c tu a l ope r a tion s a t th e work pla c e and , thus, te c h n ic a l skil ls h e lp th e m toissu e in str u c tion s to wor ke r s, de ve lop c on ge n ia l e nviro nme nt at th e wo rk p l ace, m otiva tep eo p l e to pr om ote produc tivity by e ffe ctive l:{working\\ith tools a n d e qu ipm e n ts andc r e a te th e s ens e o f be lon gin gn e ss a m on gst the m with th e o rg anisatio n.

Management Process/Management Functions (1.14)"Manag e me nt is th e co o rd inatio n o f al l th e r e sou r c e s through th e pr oc e ss o f pla n n in go rg anising , d ire cting a n d co ntro lhng in o rd e r to attain sta te d obje c tive s.

·' Manag e me nt is p rincip ally th e ta sk of p lanning , co o rd inating , m otivating a n d c on tr olh n gth e e ffo rts of oth e r s to ward s spe c ific obje c tive s.