Dramatic advances in technology, globalization, changes in social values, changes in the workforce, and other environmental shifts have created a challenging environment for not only organizations but for the employees within these organizations with the title of “manager” (Daft, 2012).
We have discovered thus far in this course that managers must come tooled with various characteristics and traits to be able to overcome the many obstacles and dilemma that must be faced in the 21st Century workforce. Daft (2012) states that, “Although some management theorists propose a long list of skills, the necessary skills for managing a department or an organization can be summarized ...view middle of the document...
Those five key components are setting goals, motivating, organizational activities, measuring performance, and developing people”. In order to ensure that all is done successfully, a manager must possess an equal balance between the three management traits as described above. According to my results, my skill set is very high in the area of conceptual Skills. In a contemporary organizational context, this would be very beneficial not only to the higher level management such as owners or CEO’s but to the employees I would be responsible for managing. It shows that I am a visionary thinker who looks at the bigger picture and the final end results to ensure success not only for myself but for the team as a whole. In today’s workforce, building strong teams that can work toward the vision of an organization and totally have an understanding of what needs to happen to arrive at the goal within their individual roles, empowers employees to work together, reduces inter-department conflict and promotes cross departmental partnerships to ensure overall success.
Mintzberg’s observations and research indicates that diverse manager activities can be organized into 10 roles. These roles are divided into three conceptual categories: informational (managing by information), interpersonal (managing people), and decisional (managing with actions). Each of these roles represents activities that manager’s under-take to accomplish the functions of planning, organizing, leading and controlling, ultimately using conceptual skills that are most beneficial to any organization.
When discussing the management theory skills, one must first understand what they are and what added value they bring to managers who possess them. It’s important to remember that managers must possess all three traits to be successful but will possess them at various levels dependant on their level of management within the organization. When a manager is strong in conceptual skills, it offers the ability for the manager to view the organization from a higher level and can conceptually connect the dots to understand the entire organization and the effects that each department has on each other to better assist in managing their direct reports. A manager with this skill set is a quick thinker. They are able to solve problems when they occur and are very proactive vs. reactive in many situations (Daft, 2012). Human skills enable the manager to work with and through other people and ultimately work effectively as a group member (Daft, 2012). When a manager posse’s this skill, it offers motivation to the team they manage, organization, strong communication and when conflict arises they are able to listen, play fair and come up with solutions for the betterment of the parties involved and the team. Most employees work effectively when a manager possesses this quality. Lastly, technical skills are skills highly needed for managers because they involve the methods,...