What is a skill? The skill is an ability to apply knowledge in practice whether it is writing essay or performing at the seminar. A lot of good and useful knowledge wither in a theoretical form not having the opportunity to be implemented. The skill allows people to perform the task in the best possible form, regardless of the sphere in which they operate. It is required more from the good manager than from the ordinary employee. He or she must have a number of different skills.
Managerial competencies are those skills, the presence of which helps the manager effectively perform the functions assigned to him or her by the company. What can an organization expect from a manager and what can these requests depend on? What managerial skills are considered basic and how to develop them?
When choosing a manager for any division, the company focuses on ensuring that the selected employee can effectively manage his or her unit, that is, to solve all the tasks assigned. This, in turn, determines the basic skills and abilities:
- Develop effective solutions;
- Formulate tasks and plan the stages of their implementation;
- Organize the implementation process;
- Manage subordinates: take actions aimed at motivating employees to work effectively;
- Abilities for professional external communications: conducting negotiations, presentations, meetings;
- Abilities for professional internal communications: building interpersonal relations, holding meetings, interacting with various structures of the company;
- Ability to maintain focus on achieving the desired result with optimal resource costs.
What Affects the Skill Requirements?
Despite the fact that the above list of managerial competencies is considered established and generally accepted, in practice it is extremely rare to meet it in its pure form. This is due to the fact that each organization has its own individual requests to the manager, and the list of requirements for this official often changes under the influence of:
- Specificity of commercial activity;
- Organizational structure of the company;
- Corporate culture;
- The qualifications of subordinates and the level of their personal development;
- Personal qualities of the manager.
In most cases, the need for developing managerial skills occurs when:
- The employees of the company were promoted by appointing a manager, and although they are professionals in their field of activity, they have no skills in personnel management;
- The employees are focused on career growth, and the next step is the management of subordinates;
- The leader has no influence on the subordinates and does not have authority with them;
- The leader must take on most of the work of the unit due to the poor organization of subordinates;
- Subordinates perform managerial orders incorrectly or do not perform them at all;
- In the opinion of the head, the atmosphere in the team is unconstructive;
- The head cannot achieve the desired results of the team work and does not see it as his or her fault.
An individual approach is the most suitable option for developing the necessary skills. This can be implemented in the following sequence:
- Statement of purpose. At this stage, it makes sense to think about the desired result that will take place at the end of the enumerated actions. After this, the global goal is decomposed and the priorities of its objectives are determined;
- Research. It is necessary to determine the most appropriate management style, to find out strengths and weaknesses, to define skill development areas;
- Training. This stage marks the beginning of the implementation of the practical side. The development method is chosen, the necessary information is provided, certain skills are developed based on the actual actions of the employee;
- Realization. At this stage, there is a direct development of leadership skills, setting the own style, consolidating the acquired skills in practice, while solving real business problems.
There are other classifications. It can be technical, conceptual and human skills. Sometimes you can find an even wider range.
Technical one determines the ability of a person to use knowledge and various techniques to perform certain tasks.
Conceptual one allows considering the organization as a whole while having the opportunity to examine its individual parts and to know about the need for their presence and nuances of the functioning of each of them.
Human one is the opportunity and ability to work with people. Mutual understanding, the ability to cheer up, correctly formulate the task and motivate are dominant.
You can read more about this in different sources.