Managerial Skills & Role of Manager

Who is Manager
Types
 What are managerial skills
• There are two types of skills you need to excel in your career: hard
skills and soft skills. To be a successful manager, you need to
develop both.
• Hard skills are technical, teachable abilities you learn through
school, training and job experience.
• For example, if you’re a software engineer, one of your hard skills
may be proficiency in programming languages. As a manager, it’s
important to develop these abilities so you can effectively lead
others in honing the same skills.
• On the other hand, soft skills are applicable in any role or industry
and are often even more important for management than technical
proficiencies.
• Generally, soft skills are developed over time by managing your
responsibilities and interacting with others. Problem-solving, time
management and verbal communication are all examples of
important soft skills.
 Four Sets of Important Management Skills

1. Leadership skills
• As a manager, you will likely be responsible for overseeing the
work of others and motivating a team toward a common goal.
• You might also be responsible for leading meetings, assigning
workloads and supporting collaboration across teams and
departments.
• Well-developed leadership skills will help you coordinate
tasks and direct all parties to ensure work is completed
according to plan and finished on time.
• Below are also the skills you’ll need to adequately handle
leadership duties such as employee evaluations and
professional development.
Leadership skills examples:

• Decisiveness
• Dependability
• Conflict-resolution
• Constructive criticism
• Delegating tasks
• Empathy
• Empowerment
• Integrity
• Mentoring
• Motivating
• Patience
• Relationship management
• Task delegation
• Team building
2. Planning and strategy skills 

• Whether you’re managing people, projects or a combination of

the two, the ability to prepare a vision for the future and
strategize solutions is essential to good management.
• Planning skills help when setting goals and determining the
most efficient path to meet objectives.
• A strategic manager is someone who can spot inefficiencies
and quickly identify solutions to challenges.
• They can also recognize the steps each team member should
take to overcome obstacles and complete projects.
Planning and strategy skills examples:

• Adaptability
• Brainstorming
• Business development
• Conflict resolution
• Critical thinking
• Decision-making
• Flexibility
• Logical thinking
• Problem-solving
• Strategic thinking
3. Communication skills

• To effectively lead people and projects, you must be able to

understand the needs and goals of the business and convey this
information to others through simple and straightforward
instruction.
• Well-developed communication skills will ensure you’re able
to translate the most accurate information to the right people at
the right time.
• Great communicators actively listen, retain information well
and pass it on efficiently to others.
Communication skills examples:

• Active listening
• Building relationships
• Collaboration
• Interpersonal communication
• Interviewing
• Negotiation
• Persuasion
• Public speaking
• Verbal communication
• Written communication
4. Organizational skills

• As a manager, you’ll have to balance many tasks at the same time.

• Often, this means overseeing multiple project timelines, deadlines
and calendar events such as meetings, conferences and
presentations.
• Excellent organizational skills will help you stay on top of your
work, reduce stress, prevent you and your team from missing
critical dates and ensure you can find information when you need
it most.
• Staying organized will improve your workflow and ensure you’re
able to complete tasks as efficiently as possible.
• It will also set a great example for any employees who may report
to you.
Organizational skills examples:

• Deadline management
• Event coordination
• Filing
• Goal setting
• Office management
• Project management
• Recordkeeping
• Scheduling
• Time management
 Interpersonal

• Figurehead: symbolic head; performs a number of routine

duties of a legal or social nature.

• Leader: motivates and activates subordinates; performs

staffing, training, and associated duties.

• Liaison: maintains a self-developed network of outside

contacts and informers who provide favors and information.
 Informational
• Mentor: seeks and receives a wide variety of special information (much
of it current) to develop a thorough understanding of the organization
and environment; emerges as the nerve center of internal and external
information for the organization.

• Disseminator: transmits information received from outsiders or from

other subordinates to members of the organization. Some information is
factual; some involves interpretation and integration of diverse value
positions of organizational influences. Disseminating what is of value,
and how, is a critical informational role.

• Spokesman: transmits information (plans, policies, results, etc.) within

and outside of the organization; serves as an expert on the
organization’s industry.
 Decisional

• Entrepreneur: searches the organization and its environment

and initiates improvement projects to bring about change;
supervises design of certain projects as well.

• Disturbance Handler: takes corrective action when the

organization faces important, unexpected disturbances.

• Resource Allocator: allocates the organization’s resources;

makes or approves of all significant organizational decisions.

• Negotiator: represents the organization at major negotiations.

Skill Matrix
Skills Required
Skill required for Different Levels
Technical Skills

• As the name of these skills tells us, they give the manager’s
knowledge and ability to use different techniques to achieve what
they want to achieve.
• Technical skills are not related only for machines, production
tools or other equipment, but also they are skills that will be
required to increase sales, design different types of products and
services, market the products and services, etc.
Conceptual Skills

• Conceptual skills present knowledge or ability of a manager for more

abstract thinking.
• That means he can easily see the whole through analysis and
diagnosis of different states.
• In such a way they can predict the future of the business or
department as a whole.
• Conceptual skills are vital for top managers, less critical for mid-level
managers, and not required for first-level managers.
• As we go from the bottom of the managerial hierarchy to the top, the
importance of these skills will rise.
 Human or Interpersonal Managerial Skills

• Human or interpersonal management skills present a manager’s

knowledge and ability to work with people.
• One of the most critical management tasks is to work with
people.
• Without people, there will not be a need for the existence of
management and managers.
• These skills will enable managers to become leaders and
motivate employees for better accomplishments.
• Also, they will help them to make more effective use of human
potential in the company.
• Simply, they are the essential skills for managers.