ASSIGNMENT

Course Title – Soft Skills for Managerial Success.

Title of the Assignment Topic – Managerial Skills.
Submitted To – Ms. Marilin Ahmed

Submitted By –MS. Farzana Ferdous Tania.

ID – 913173027

Date – 23rd June 2020.

Introduction:

Management skills can be defined as certain attributes or abilities that an executive should possess in
order to fulfill specific tasks in an organization. They include the capacity to perform executive duties
in an organization while avoiding crisis situations and promptly solving problems when they occur.
Management skills can be developed through learning and practical experience as a manager. The
skills help the manager to relate with their fellow co-workers and know how to deal well with their
subordinates, which allows for the easy flow of activities in the organization. Good management skills
are vital for any organization to succeed and achieve its goals and objectives. A manager who fosters
good management skills is able to propel the company’s mission and vision or business goals forward
with fewer hurdles and objections from internal and external sources.

Management and leadership skills are often used interchangeably as they both involve planning,
decision-making, problem-solving, communication, delegation, and time management. Good
managers are almost always good leaders as well. In addition to leading, a critical role of a manager
is to also ensure that all parts of the organization are functioning cohesively. Without such integration,
several issues can arise and failure is bound to happen. Management skills are crucial for various
positions and at different levels of a company, from top leadership to intermediate supervisors to first-
level managers.

Why Managerial Skills are Necessary?

Management skills are something you hear a lot about in the abstract. However, you might find
yourself at a loss when trying to describe what they really mean. Management skills entail any skills
you might need or have that allow you to take charge of and manage others effectively.

While some skills taught in management training will differ according to your industry, there are some
that are universal skills that are needed in every work environment. Read on below for what these
management skills are and why they are important.

we might also have to adjust someone else’s plan to different circumstances or you might be asked to
create a new plan for a certain department. Whatever the case, you will need to understand what
your resources are, develop time tables and even create a budget. Being able to plan is essential for
being an organized and successful manager.

The best managers have a keen eye for areas that could be improved and know how to approach
these issues diplomatically, so that employees do not feel judged or reprimanded but rather
encouraged to make productive changes.

collaboration, communication and coordination and what the best ways are to practice these at work.
You will need to be highly organised in order to practice coordination in the workplace.

Not being able to communicate clearly and correctly can be detrimental, not only to you but to your
employees as well. If they are not sure what a certain task entails, they will not be able to complete it
on time. You are the middle-man between employees and superiors, which means that your
communications skills need to be impeccable.
A manager who is resourceful in the face of a problem will be able to create solutions to any difficult
situation. Combining this with the ability to read and understand data will make you a powerhouse of
a manager.

we should be able to develop new products and services to attract new clients, identify any
shortcomings in business processes and generate new ideas for timely marketing campaigns.
Innovation is the key to any business success, and managers should be the ones to provide creative
and exciting ideas.

As well as plan tasks effectively are vital skills that all managers need. Management skills are
important because they can help your company run like a well-oiled machine, as well as help your
own career flourish.’

What 3 things have you learned from the sessions and how will it help you?

I have learned from this sessions, What a

manager does, and how they are integral to
planning, organizing, leading, and controlling a
modern organization. From effective team building
to conflict resolution, we'll study human behavior
so we can motivate your employees to perform at
their best. Also learn how to apply the six stages
of decision making and conduct a SWOT analysis
to ensure you’re making smart choices according
to sound, ethical business strategies in a variety of
organizational structures.

We are not Perfect : Ms. Rushdina khan

Yes, we’ve worked hard to get to where we are, and we’ve

certainly proved your worth in the company, but don’t for a
moment think that you’ve made it! Part of your development
into a management or leadership role means that you’ve still
got a lot to learn. Over the years, the leaders I have met whom
I respect have always been the most humble of all. They are
the ones who constantly seek out new opportunities to learn, to
acquire new knowledge, and question the status-quo.

Title alone doesn’t mean much, especially in this ever-evolving

world we live in. Learning isn’t just about attending classes or
getting some ―leadership training‖; learning is an attitude, and
for the very few brilliant leaders, it’s a lifelong mission. So take
a moment and ask yourself, what can I improve on? How do I
get better?

When we become a manager, we tend to forget what life is like for others who don’t necessarily have
the same tenure as us. Junior staff, and in fact many seasoned professionals, require
acknowledgment, praise and reassurance to be motivated and inspired. Little things like a
complimentary email when your team has done a good job, or a personalized birthday message, or
simply a ―thank you‖ when someone has gone out of their way to do something can all go a long way.
Just because you don’t personally need others’ validation, doesn’t mean everyone else doesn’t either.

Listen : MR. Rupak Zaidi

Ralph Nichols once said, ―the most basic of all human

needs is the need to understand and be understood. The
best way to understand people is to listen to them.‖ It’s
easy to underestimate the power of listening, especially
since as a manager, you probably find yourself talking
more than you listen. Certainly for myself this has been a
great challenge.

What I always remind myself nowadays is that sometimes

you don’t need to have all the answers, and that there is
nothing ―un-leader-like‖ to actually take a moment and
step back to listen to what others think and what solutions
they have. There have been many instances where I’ve
found clarity and answers from the ideas and
conversations by my people. Just like taking an overdue
holiday, some listening might do you a world of good.

Elevate, don’t just Delegate: Mr. Ghulam Sumdany

We’ve all had managers who are great delegators. These managers are never shy when it comes to
telling people to do things, allocating ―tasks‖ and ―responsibilities‖ so they don’t have to do much
itself. Whilst there’s certainly a place for delegation in our job as a manager, good managers think
more about how they can use ―tasks‖ to develop people,
thus elevating their skills and ability.

A simple example is this: when you’re managing a

project, it’s natural for you to give the administrative
tasks to your most junior team member. But a good
manager will actually think about ―what will this person
learn from this task‖, and ―how can I grow this person so
they can become capable of doing more in the next
project‖.

Don’t be tempted to give away responsibilities you

personally don’t want to do, instead, give away
responsibilities that have a purpose, the purpose being
it’ll develop your people and they become better off after
completing the task.

Sometimes i’s easy to deduce the role of a manager to

simply ―managing things‖, when in fact the reality is
quite another story. In my role I get to meet so many different people, leaders and teams, and one of
the things that never seizes to amaze me is how closely related the team’s culture is to its manager’s
beliefs and values. For example, if I ever see a team who is really engaged and bought in, ten times
out of ten it’s because the manager is really engaged and bought in.
So why is this? Are managers cloning themselves in their teams? Well, maybe not ―cloning‖ per se,
but certainly they’re influencing and shaping how their people think and act on a daily basis through
their own behaviours. Regardless of the level of staff you’re managing, don’t forget that you’re not just
managing a ―title‖, you’re shaping future leaders in every possible way – their mindset, values, beliefs,
and habits.

I am constantly humbled by the great responsibility and impact of being a manager. What I have
outlined above is only the tip of the iceberg when it comes to the audacious task of managing people.
It’s always going to be hard, but every now and then, you should step back and recognize what an
enormous privilege it is to be able to change peoples’ lives, and have ever-lasting impact on their
professional and personal development.

At Hays, we live by the motto of ―the moment you stop learning is the moment your career stops‖. Our
newly-revamped (and rather intensive) Management and Leadership Development Programmed are
designed to be as practical as training can get, giving our leaders the tools and knowledge required
for them to succeed. To find out more, please visit our careers website.
I hope you have found the above advice useful. Here are some other Viewpoint blogs which you may
be interested in.

Conclusion: SUCCESSFUL MANAGERS are made, not born. They are self-made, through
continuous and never-ending work on themselves. Everyone starts at the bottom and then works his
or her way up through hard, hard work, sustained over a long period of time.

You can become an excellent manager when you learn and practice the behaviors, methods, and
techniques of other successful managers. If you do what other successful people do, you will soon
get the results that other successful people get.

The ideas and strategies contained in this book are based on more than thirty years of research and
experience in large and small companies. If you recognize that you have room to improve in any one
of these twenty-one areas, resolve right now—today—to do ……..

----------------------