Managerial Skill and Assessment of skills

QUALITIES OF A GOOD MANAGER

A mark of a good leader is to be able to provide consistent motivation to his team encouraging them to attain excellence and quality in their performance. A good leader is always looking for ways to improve production and standards. Here are six management skills you can develop as a leader in working to create a quality effective team.
1. Observation
This is an important aspect that often gets neglected due the demands on a leader’s time and schedule. Observation and regular visits to the work environment are a priority and should be scheduled into the calendar. Observing employees at work, the procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.
2. Monitor Employee Performance
Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.
3. Implementation of Professional Development Programs
A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.
4. Demonstrates Working Knowledge and Expertise
Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not possess all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held. This is important in order to maintain an accurate and informed overall picture.
5. Good Decision Making
Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership.
6. Ability to Conduct and Evaluate Research
On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.
Excellent leadership is always pro active rather than reactive. By developing these six managerial skills builds a solid foundation for success.

SKILLS CHECKLIST

The list given below gives the qualities a manager need to possess to become successful. In this assessment you need to give an honest opinion about yourself as well as get an honest opinion from a peer to make the scoring more realistic. Please note that all the qualities have to be rated to get an accurate score.
PERSONAL QUALITIES
1. Energy High/ Good / Limited / Low
2. Objectivity High Good Limited / Low
3. Stress Management High/ Good / Limited /Low
4. Uncertainty Tolerance High / Good/ Limited / Low
5. Range of Interest High /Good /Limited/ Low
INTERPERSONAL SKILLS
6.Impact High /Good / Limited /Low
7. Leadership High /Good /Limited / Low
8. Awareness of Environment: political, economic, cultural High /Good / Limited / Low
9. Behavioural Flexibility High / Good/ Limited / Low
10. Autonomy: self- direction High/ Good / Limited / Low
PROBLEM SOLVING
11. Fact-finding Ability High / Good /Limited /Low
12. Organizing High / Good / Limited / Low
13. Interpreting Information High / Good //Limited/ Low
14. Planning High /Good / Limited /Low
15. Decisiveness High /Good /Limited / Low
16. Decision Making High /Good / Limited /Low
COMMUNICATION SKILLS
17. Verbal Clarity and Persuasiveness High / Good / Limited / Low
18. Handling Objections High /Good /Limited / Low
19. Written Communications High /Good / Limited / Low


Dr Abdul Aziz Awan

Dear Sir,

is this lecture covers the topic of "Management Roll and Skills" or find it from other lectures.According to my understanding it covers but i need yours guidence.



Regards

Shazia

This covers it almost exactly. I think this should be enough for the paper

Dear highly respected sir !

so many thanks for the above post , Really i found it very useful

and with your permission i want to add some more informations

regarding the mangement roles.

Hope the students of 2nd semister will find it useful.because this topic was discussed by sir Nazim sahib.


Ten Management Roles:

Mintzberg’s Ten Management Roles are a complete set of behaviours or roles within a business environment. Each role is different, thus spanning the variety of all identified management behaviours. When collected together as an integrated whole (gestalt), the capabilities and competencies of a manager can be further evaluated in a role-specific way

The ten roles explored in this theory have extensive explanations which are briefly developed here:

1. Figurehead: All social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority.
2. Leader: Duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness.
3. Liaison: Describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge bases.
4. Monitor: Duties include assessing internal operations, a department’s success and the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained.
5. Disseminator: Highlights factual or value based external views into the organisation and to subordinates. This requires both filtering and delegation skills.
6. Spokesman: Serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organisation.
7. Entrepreneur: Roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process.
8. Disturbance handler: A generalist role that takes charge when an organisation is unexpectedly upset or transformed and requires calming and support.
9. Resource Allocator: Describes the responsibility of allocating and overseeing financial, material and personnel resources.
10. Negotiator: Is a specific task which is integral for the spokesman, figurehead and resource allocator roles.

As a secondary filtering, Mintzberg distinguishes these roles by their responsibilities towards information. Interpersonal roles, categorised as the figurehead, leader and liason, provide information. Informational roles link all managerial work together by processing information. These roles include the monitor, the disseminator and the spokesperson. All the remaining roles are decisional, in that they use information and make decisions on how information is delivered to secondary parties.

Generalist and specialist management

The core of Mitzberg’s Ten Managerial Roles is that managers need to be both organisational generalists and specialists. This is due to three reasons:

* External frustrations including operational imperfections and environmental pressures.
* Authority disputes which upset even basic routines.
* The expected fallibility of the individual and human, manager.

Mintzberg’s summary statement may be that the role of a manager is quite varied and contradictory in its demands, and that it is therefore not always the lack of managerial prowess, but the complexity of individual situations demanding a variety of roles, which troubles today’s manager.

The ten roles, therefore, can be applied to any managerial situation where an examination of the levels to which a manager uses each of the ten ‘roles’ at his or her disposal is required.



Abdul ghaffar Latiffi

Mintzberg then separated these roles into three subcategories which are the following:


1. interpersonal contact
2. information processing
3. decision making


The FIGUREHEAD, LEADER, and LIAISON roles are under the interpersonal category. These roles, which are primarily concerned with interpersonal relationships, ensure that information is provided.

The MONITOR, DISSEMINATOR, and SPOKESPERSON are under the information processing type. Informational roles link all managerial work together. These are primarily concerned with the information aspects.

On the other hand, the ENTREPRENEUR, DISTURBANCE HANDLER, RESOURCE ALLOCATOR, and NEGOTIATOR falls under the decision making category. These roles make significnt use of the information.

As we can see, each role above is defined as an organized collection of behaviors belonging to an identifiable position or function.

kind regards