Published on

Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide


  1. 1. Chapter 1 Management Skills and Managerial Effectiveness Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall
  2. 2. Learning Objectives <ul><li>Understand the Nature of Management </li></ul><ul><li>Explain Why Skills Are Critical to Management Success </li></ul><ul><li>Describe What Skills Are Critical to Management Success </li></ul><ul><li>Identify How This Book Will Help You Develop Your Skills </li></ul>
  3. 4. <ul><li>Managers </li></ul>Oversee activities of other people to accomplish organizational goals
  4. 5. Management Functions <ul><li>Planning </li></ul><ul><li>Organizing </li></ul><ul><li>Leading </li></ul><ul><li>Controlling </li></ul>
  5. 6. Why Learn Management Skills? <ul><li>Understanding concepts is not enough. </li></ul><ul><li>Need to be able to act appropriately </li></ul><ul><li>Must be able to do what is required to get others to behave as required </li></ul>
  6. 7. The Importance of Management Skills <ul><li>Need both understanding and skills to manage effectively </li></ul><ul><li>Behavioral skills learned through practice and experience </li></ul>
  7. 8. General Management Skills <ul><li>Conceptual </li></ul><ul><li>Interpersonal </li></ul><ul><li>Technical </li></ul><ul><li>Political </li></ul>
  8. 9. General Managerial Skills <ul><li>Conceptual skills – refer to the mental ability to analyze and diagnose complex situations </li></ul><ul><li>Interpersonal skills – ability to understand and motivate other people </li></ul>
  9. 10. <ul><li>Technical skills – ability to apply specialized knowledge or expertise </li></ul><ul><li>Political skills – ability to build a power base and establish the right connections </li></ul>
  10. 11. Specific Managerial Skills <ul><li>Controlling the Organization’s Environment and Its Resources </li></ul><ul><li>Organizing and Coordinating </li></ul><ul><li>Handling Information </li></ul>
  11. 12. Specific Managerial Skills <ul><li>Providing for Growth and Development </li></ul><ul><li>Motivating Employees and Handling Conflicts </li></ul><ul><li>Strategic Problem Solving </li></ul>
  12. 13. Skills Required for Managerial Competence <ul><li>Self-Awareness Skills </li></ul><ul><ul><li>Knowing Yourself </li></ul></ul><ul><ul><li>Developing Yourself </li></ul></ul><ul><ul><li>Self-Directed Career Planning </li></ul></ul>
  13. 14. Required Skills for Managerial Competence <ul><li>General Integrative Skills: applicable in all managerial activities </li></ul><ul><ul><li>Interpersonal Communicating </li></ul></ul><ul><ul><li>Valuing Diversity </li></ul></ul><ul><ul><li>Developing Ethical Guideposts </li></ul></ul><ul><ul><li>Managing Time and Stress </li></ul></ul>
  14. 15. Required Skills for Managerial Competence <ul><li>Planning and Control Skills </li></ul><ul><ul><li>Planning and Goal Setting </li></ul></ul><ul><ul><li>Evaluating Performance </li></ul></ul><ul><ul><li>Creative Problem Solving </li></ul></ul><ul><ul><li>Managing Conflict </li></ul></ul>
  15. 16. Designing Work Creating High-performance Teams Selecting and Developing People Diagnosing and Modifying Organizational Culture Organizing Skills
  16. 17. Leading <ul><li>Leadership is the process of providing direction, energizing others, and obtaining their voluntary commitment to the leader’s vision. </li></ul>
  17. 18. Required Skills for Managerial Competence <ul><li>Leading Skills </li></ul><ul><ul><li>Building Power Bases </li></ul></ul><ul><ul><li>Managing Change </li></ul></ul><ul><ul><li>Developing People </li></ul></ul><ul><li>Motivating Others </li></ul>
  18. 19. The Learning of Skills <ul><li>How can interpersonal skills be taught? </li></ul><ul><ul><li>Provide Conceptual and Behavioral Understanding </li></ul></ul><ul><ul><li>Give Practice </li></ul></ul><ul><ul><li>Provide Feedback </li></ul></ul><ul><ul><li>Continual Use </li></ul></ul>
  19. 20. Experiential Learning Model Concrete Experience Testing Implications of Concepts in New Situations Observations and Reflections Formation of Abstract Concepts and Generalizations
  20. 21. TIMS LEARNING MODEL <ul><li>1. Self-assessment </li></ul><ul><li>2. Learn Skill Concepts </li></ul><ul><li>3. Check Concept Learning: Quiz </li></ul><ul><li>4. Identify Skill Behaviors: Checklist </li></ul><ul><li>5. Modeling Skill in a Demonstration Exercise </li></ul><ul><li>6. Practice the Skill in Group Exercises </li></ul><ul><li>7. Assess Skill Competency: Summary Checklist </li></ul><ul><li>8. Questions to Assist Application of the Skill </li></ul><ul><li>9. Exercises to Reinforce Skill Application </li></ul><ul><li>10. Action Planning for Continued Skill Development </li></ul>
  21. 22. Some Guidelines for Effective Skill Performance <ul><li>Be prepared : plan how to achieve goals </li></ul><ul><li>Listen to understand and build respect </li></ul><ul><li>Ask instead of tell: use questions to respect freedom of choice </li></ul><ul><li>Be affirmative: be positive </li></ul><ul><li>Be honest and up-front </li></ul><ul><li>Be assertive: say what you </li></ul><ul><li>expect with respect </li></ul>