I now realize more fully that managers at all levels require some competence in each of the three skills. Moreover, although this was a radically new situation for the operators, the production manager expected them to produce immediately at well above their previous output—even though the operators had an unfamiliar production system to cope with, the operators had never worked together as a team before, the operators and their new foreman had never worked together before, and the foreman was not in agreement with the production goals or standards. The administrator needs: (a) sufficient technical skill to accomplish the mechanics of the particular job for which he is responsible; (b) sufficient human skill in working with others to be an effective group member and to be able to build cooperative effort within the team he leads; (c) sufficient conceptual skill to recognize the interrelationships of the various factors involved in his situation, which will lead him to take that action which is likely to achieve the maximum good for the total organization. This three-skill concept suggests immediate possibilities for the creating of management teams of individuals with complementary skills. Sometimes this function can be supplied by an outside director, the outside corporate counsel, or the company auditor. As we go higher and higher in the administrative echelons, the number and frequency of these personal contacts decrease, and the need for human skill becomes proportionately, although probably not absolutely, less. Often an office administrator is responsible for keeping track of not only his/her tasks and calendar but also that of the other office workers and … I cited as evidence the many professional managers who move easily from one industry to another without apparent loss of effectiveness. A system administrator should be open to learning current skills. Conceptual skill, like human skill, has not been very widely understood. Because the manager was inconsistent and unpredictable in his behavior, the supervisors were insecure and continually engaged in interdepartmental squabbles which they tried to keep hidden from the manager. Perrin Stryker, “The Growing Pains of Executive Development,” Advanced Management, August 1954, p. 15. Still another danger in many existing executive development programs lies in the unqualified enthusiasm with which some companies and colleges have embraced courses in “human relations.” There would seem to be two inherent pitfalls here: (1) Human relations courses might only be imparting information or specific techniques, rather than developing the individual’s human skill. 16. He must bring into the enterprise additional resources when they are needed. Being able to remember detail and execute all tasks in a specific way is a key business administration skill. At the top level of an organization, conceptual skill becomes the most important skill of all for successful administration. Yet, by the evaluation of his superiors and by his results in increasing efficiency and raising profits and morale, this manager was exceedingly effective. Bosses appreciate administrative assistants who can help them manage their calendar and remind them of meetings or deadlines. It also still appears that the relative importance of these skills varies with the administrative level of the manager in the organization. Which, then, can we identify as a desirable characteristic? But when demand subsided to prewar levels, serious labor relations problems developed, friction was high among department heads, and the company found itself saddled with a heavy indirect labor cost. Yet any executive presumably knows that a company needs all kinds of managers for different levels of jobs. This role has been largely overlooked in discussions of organizational requirements, but in my view, its proper fulfillment is essential to the success of the chief executive and the enterprise. Many executive development programs may be failing to achieve satisfactory results because of their inability to foster the growth of these administrative skills. A. Zaleznik, Foreman Training in a Growing Enterprise (Boston, Division of Research, Harvard Business School, 1951). You’ll scare them. For a further discussion of this point, see F. J. Roethlisberger, “Training Supervisors in Human Relations,” HBR September 1951, p. 47. Consequently, I would revise my original evaluation of human skill to say now that internal intragroup skills are essential in lower and middle management roles and that intergroup skills become increasingly important in successively higher levels of management. In trying to predetermine a prospective candidate’s abilities on a job, much use is being made these days of various kinds of testing devices. But he will encounter severe antagonism from other departments with conflicting values. respected for their proficiency, integrity etc. Leadership Skills And Abilities Of An Effective Administrator 1414 Words | 6 Pages. In these the individual being tested is asked to set forth a course of action which responds to the underlying forces operating in each situation and which considers the implications of this action on the various functions and parts of the organization and its total environment. For larger groups, the kind of case-problems course described above, only using cases involving broad management policy and interdepartmental coordination, may be useful. I’ve worked on conveyors, and I don’t agree with you on first getting people used to a conveyor going at top speed. Such a person works to create an atmosphere of approval and security in which subordinates feel free to express themselves without fear of censure or ridicule, by encouraging them to participate in the planning and carrying out of those things which directly affect them. Human skill cannot be a “sometime thing.” Techniques cannot be randomly applied, nor can personality traits be put on or removed like an overcoat. By accepting the existence of viewpoints, perceptions, and beliefs which are different from his own, he is skilled in understanding what others really mean by their words and behavior. UNDERSTANDING . These three men make up an executive committee which has been outstandingly successful, the skills of each member making up for deficiencies of the others. Consequently the chances for succeeding are greatly increased. The literature of executive development is loaded with efforts to define the qualities needed by executives, and by themselves these sound quite rational. 10. 4. The results were lower costs, greater productivity, and higher morale than the production division had ever before experienced. A clear idea of these skills and of ways to measure a manager’s competence in each category still appears to me to be a most effective tool for top management, not only in understanding executive behavior, but also in the selection, training, and promotion of managers at all levels. Organization is an important part of being a good administrator. At this point, a new production manager was brought in from outside the company, and he established a wide range of controls and formalized the entire operating structure. He would then resist any external pressures that place a higher priority on criteria other than delivering the required output on time. However, its success must necessarily rest on the abilities and willingness of the superior to help the subordinate. By helping to identify the skills most needed at various levels of responsibility, it may prove useful in the selection, training, and promotion of executives. Human skill, the ability to work with others, is essential to effective administration at every level. Quality way delivering the required output on time and in a quality manner without much oversight is crucial those! Can help you gain both short- and long-term achievements, greater productivity, and higher than... 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