• In new businesses, "management" is often
considered "whatever needs to be done just to keep
things afloat".
• However, for your business to grow and remain
healthy, you must master certain basic skills in
management and leadership -- skills that will help you
avoid the crisis situations where you have to do
"whatever it takes to stay afloat".
• The basic skills include problem solving, decision
making, planning, meeting management, delegation,
communications and managing yourself.
The Premise of The Text
Developing Management Skills is
designed to help you actually improve
your personal management
competencies—to change your behavior.
This course, therefore, serves more as a
practicum or a guide to effective
managerial behavior.
It is the development of skills needed to
manage one’s life as well as relationships
with others is a continuous goal.
What is a Management Skills
• Management skills form the vehicle by which
management strategy, management practice, tools
and techniques, personality attributes ‫)ﺳﻤﺎت‬,
( and
style work to produce effective outcomes in
organizations.
• Management skills are the building blocks upon
which effective management rests.
• Management skills are the means by which
managers translate their own style, strategy, and
favorite tools or techniques into practice.
The Importance of Competent Manager
• Thousands of books existing in the library for how
to be successful in business, or in life.
• Research shows that skillful management -
competent management (‫ )ﻛﻔﺆ‬is the key
determinant to organizational success . Manager
who has the ability to manage people effectively.
• If organizations want to succeed, they must have
competent, skillful managers .
– Decreased turnover
– Increased profits
– Greater sales
– Greater stock value per employee
The Importance of Competent Manager
• Studies confirm that good management fosters
financial success, whereas less effective
management fosters financial distress .
• Our primary goal is to help you prepare for and
improve your own competency in a managerial
role.
• You will discover, however, that these skills are
applicable in most areas of your life - not only on
job, but also with families, friends, volunteer
organizations, your community, etc.
© 2007 by Prentice Hall 7
10 Skills of Effective Managers
• If developing management skills is so crucial for
organizational success, what skills ought to be
the focus of attention?
• We identify what specific skills are characteristic
of the most effective managers:
1- Verbal (spoken) communication (including
listening): The sharing of information between
individuals by using speech .
2- Managing time and stress
3- Managing individual decisions 8
10 Skills of Effective Managers
4- Recognizing, defining, and solving problems : is
the act of defining a problem; determining the
cause of the problem, and selecting alternatives
for a solution.
5- Motivating and influencing others
6- Delegating ‫)ﺗﻔﻮﻳﺾ‬:
( entrust a task or
responsibility to another person, typically one
who is less senior than oneself .
9
10 Skills of Effective Managers
7- Setting Goals and articulating a vision
‫اﻟﺬاﺗﻲ‬
8- Self-awareness ( ‫)اﻟﻮﻋﻲ‬: is having a clear
understanding of your personality, including
strengths, weaknesses, motivation, and emotions .
6
9- Team building
10- Managing conflict
© 2007 by Prentice Hall 10
Characteristics of Management Skills Characteristics of
There are several defining characteristics of Management Skills
management skills that differentiate them from other
kinds of managerial characteristics and practices.
5) They are sometimes contradictory or paradoxical:
1) They are behavioral:
• They are oriented neither toward teamwork and
• Management skills are not personality attributes ‫ﺳﻤﺎت‬
( interpersonal relations exclusively nor toward
‫)ﺷﺨﺼﻴﺔ‬, they behavioral‫)ﺳﻠﻮﻛﻴﺎت‬
( skills. individualism and technical entrepreneurship
exclusively.
• Management skills consist of identifiable sets of
actions that individuals perform and that lead to certain • A variety of skills are typical of the most effective
outcomes managers, and some of them appear incompatible.
• Skills can be observed by others, unlike attributes that
are purely mental or are in personality. 11 15

Characteristics of Characteristics of
Management Skills Management Skills
Cameron and Tschirhart (1988) assessed the skill performance of more than
500 midlevel and upper-middle managers in about 150 organizations.
2) They are controllable:
Statistical analyses revealed that the skills fell into four main groups or
• The performance of these behaviors is under clusters:
the control of the individual.
One group of skills focused on participative and human relations skills (for
example, supportive communication and team building), while another
• They can be consciously demonstrated, group focused on just the opposite, that is, competitiveness and control (for
practiced, improved, or restrained by example, assertiveness ‫اﻟﺬات‬
( ‫)ﺗﺄﻛﻴﺪ‬, power, and influence skills). A third
group focused on innovativeness and individual entrepreneurship (for
individuals themselves. example, creative problem solving), while a fourth group emphasized the
opposite type of skills, namely, maintaining order and rationality (for
example, managing time and rational decision making).

One conclusion from that study was that effective managers are required to
12 demonstrate paradoxical skill 16

Characteristics of
Management Skills
3) They are developable:

• Individuals can improve their competency in

skill performance through practice and
feedback.

• Individuals ‫)اﻷﻓﺮاد‬
( can improve and progress
‫واﻟﺘﻘﺪم‬
( ‫ )اﻟﺘﺤﺴﻴﻦ‬from less competence to more
competence in management skills.

© 2007 by Prentice Hall 13

Characteristics of Management Skills

4) They are interrelated and overlapping:

• It is difficult to demonstrate just one skill in isolation

from others.

• Effective managers, in particular, must rely on

combinations of skills to achieve desired results.
Example: in order to effectively motivate others, skills such as supportive
communication, influence, empowerment, and self-awareness may be
required.

• Effective managers develop a cluster of skills that

overlap and support one another and that allow
flexibility in managing diverse situations. 14
Approach‫)أﺳﻠﻮب‬
( to Skill Development Management vs. Leadership
- The main difference between leaders and
A high IQ (Intelligence Quotient) alone managers is that leaders have people follow
does not guarantee success in life and them while managers have people who work for
work. them.

Management skills can be improved - Leaders have been said to focus on setting the
‫ﺗﺤﺴﻴﻨﻪ‬
( ‫ )ﻳﻤﻜﻦ‬with the proper balance of direction, articulating a vision, transforming
‫اﻟﻨﻈﺮي‬
conceptual learning ( ‫ )اﻟﺘﻌﻠﻢ‬and individuals and organizations, and creating
‫اﻟﺴﻠﻮﻛﻴﺔ‬
behavioral practice ( ‫)اﻟﻤﻤﺎرﺳﺔ‬. something new.
- Managers have been said to focus on monitoring,
directing, and refining current performance.
© 2007 by Prentice Hall 17 © 2007 by Prentice Hall 21

Approach‫)أﺳﻠﻮب‬
( to Skill Development
A five-step learning model is most effective for helping
individuals develop management skills:
Step 1 : involves the assessment of current levels of skill
competency and knowledge of the behavioral principles.
Step 2: consists of the presentation of validated, scientifically
based principles and guidelines for effective skill performance.
Management vs. Leadership
- The manager's job is to plan, organize and
coordinate. The leader's job is to inspire and motivate.
However, the recent research shows that such
distinctions between leadership and management
are no longer useful
Managers cannot be successful without being
good leaders, and leaders cannot be successful
without being good managers.

Today’s organizations need employees with both sets

© 2007 by Prentice Hall 18
of skills. 22

Approach‫)أﺳﻠﻮب‬
( to Skill Development Management vs. Leadership

Step 3: is an analysis step in which models or cases are made Effective management and leadership are inseparable:
available in order to analyze behavioral principles in real The skills required to do one are also required of the
organizational settings. other

Step 4: consists of practice exercises in which

experimentation can occur and immediate feedback can be • The skills contained in this course cover both the
received in a relatively safe environment. management and the leadership ground .

Step 5: is the application of the skill to a real-life setting • “management skills” subsume the skills associated
outside the classroom with follow-up analysis of the relative with leadership as well as with management .
success of that application.
19 © 2007 by Prentice Hall 23

Approach‫)أﺳﻠﻮب‬
( to Skill Development Contents (1)
• 10 Essential management skills

• They can be grouped into 3 types:

1) Personal Skills
– Developing Self-Awareness
– Managing Personal Stress
– Solving Problems Analytically and Creatively

• These skills focus on issues that may not involve

other people but instead relate to the
management of the self.

© 2007 by Prentice Hall 20 © 2007 by Prentice Hall 24

 Contents (2)
2) Interpersonal Skills
– Building Relationships by Communicating
Supportively
– Gaining Power and Influence
– Motivating Other People
– Managing Conflict

• These skills focus primarily on issues that

arise in your interactions with other people.

27

© 2007 by Prentice Hall 25

Contents (3)
3) Group Skills
– Empowering and Delegating
– Building Effective Teams and Teamwork For business success:
– Leading Positive Change Management skills are more
important than industry,
• These skills focus on key issues that arise environment, competition, and
when you are involved with groups of people
either as a leader or as a member of the economic factors combined.
group.

© 2007 by Prentice Hall 26 © 2007 by Prentice Hall 28