Managerial behaviour

1. According to peter ducker the manager is a dynamic,
life living element in business, his function is to
coordinate efforts, encourage initiatives , use each
man’s ability and develop a dynamic and devoted
team which functions as a single entity

2. Dimensions of Managerial jobs
The dimensions of managerial could be divided
into number of sub-categories as shown in figure
below:
 Descriptive dimensions
 Functional dimensions
 Role dimensions
 Other dimensions

3. Descriptive dimensions of managerial
jobs
Descriptive dimensions of managerial jobs are stated below:
Planning – planning is the conscious determine of a future course of
action to achieve the desired results. It is the process of thinking
before doing. It means the determination of what is to be done, how
and where it is to be done, who is to do it and how results are to be
determined.
Organizing – It is the process of dividing work into convenient
tasks or duties, of grouping such duties in the form of posts, of
delegating authority to each so that work

4. Is carried out as planned.
Staffing – It means manning the positions created by organization
Process. This process includes the selection of the candidates for
positions, fixing financial compensation, training and development,
promotion, transfer etc
Directing – The superior has a continuous responsibility of guiding and
leading them for better work performance and motivating them to
work with zeal, confident and enthusiasm. Direction is the key to the
achievement of the desired result.

5. Controlling – It involves the process of visualizing whether
the activities have been or are being performed in the same way
as contained in the plans because any deviation will result in
efficiency in the organization.
Functional Dimensions of managerial jobs :
These dimension includes
 Technical (Production, Manufacturing)
 Commercial (Buying, selling, exchanging)
 Financial (Obtaining and using capital)
 Security (protecting of property and persons)
 Accounting (Balance sheet, stock taking, costing)

6. Role Dimension of Managerial jobs :
To fulfill the multifarious responsibilities, managers assume
multiple roles. The roles are divided into three groups
 Interpersonal (provide information) – figurehead, leader, Liaison
(relationship)
Figurehead - Managers performs some duties, such as attending the
wedding of an employee, taking an important customer to lunch and so
on
Leader – As a leader, every manager must motivate and encourage his
employees. He must also try to bring together their individual needs with
the goals of the organization
Liaison - Every manager must cultivate contact outside and collect
information useful for his organization.

7. Informational ( Process information) – Monitor,
Disseminator, spokesperson
Monitor - As monitor, manager has to always scan
his environment for information, receive
information.
Spokesperson – The manager informs and satisfies
various groups and people who influence is
organization. Thus, assures consumer group that the
organization is fulfilling its social responsibility and
satisfies government that the organization is
permanent by the law

8. Decisional (Use information) – Entrepreneur, Disturbance
handler, resource allocation, Negotiator
Entrepreneur – The manager looks out the new ideas and
seeks to improve his unit by adopting it to changing
conditions in the environment.

9. Other Dimensions
Delegation – Delegation is the assignment of authority and
responsibility to another person to carry-out specific activities.
Social responsibility – Social responsibility is defined as the obligation
and commitment of managers to take steps for protecting and
improving society’s welfare.

10. Models of Managerial job
Mintzberg developed a model of the manager’s job, which attempts
to bring together what has been learnt about the managerial job in a
holistic manner.
The words in the model represent seven interrelated roles that are
seen by Mintzberg as comprising of the managerial job :
Conceiving, Scheduling, Communicating, controlling, leading,
linking and doing.
According to Mintzberg, the manager’s job will vary depending
on what is called for by the work itself and on the approach
/style used by the manager.

11. Mintzberg’s model should be viewed as one of work-in-
progress,
awaiting development and validation of the research model.
The
important contributions of this model are:
1) The model reminds us that managers are after all people.
2) It also reminds us that the job of managing is complex,
multifaceted and integrated.

12. TIME DIMENSIONS IN MANAGERIAL
JOBS
Time Management :
 Time management is the act or process of exercising conscious
control over the amount of time spent on specific activities,
especially to increase efficiency or productivity.
 It means spending time based on priorities and goals.
 Time management may be aided by a range of skills, tools and
techniques used to manage time when accomplishing specific tasks,
projects, and goals.

13.  Thus set encompasses a wide scope of activities and these
include planning, allocating, setting goals, delegation,
analysis of time spent, monitoring, organizing, scheduling
and prioritizing.
 Time management referred to just business or work
activities but eventually the term broadened to include
personal activities as well.
 A time management system is a designed combination of
processes, tools, techniques, and methods.
 Usually time management is a necessity in any project
development as it determines the project completion time
and scope.

14. Time Management Principle
Principle of Brevity – The manager should hold short
meetings standing-up. This guarantees that meetings
will be kept short.
Principle of Habit – The manager should hold routine
meetings at the end of the day. Energy and creativity
levels are highest early in the day and should not
wasted on trivial matters.
Delegation of Authority – The manager should delegate
work, identify the amount of initiative recipients
should take with the tasks they are assigned, and give
others credit for their success.

15. Time estimates – The manager should set a time limit.
He should set such limit at the beginning of every
meeting and appointment.
Principle of Prioritization – If one has list of things to
do, then scheduling would be done according to their
importance. Sometimes it may sense to do a bunch of
small task first, people avoid doing bigger task.
Write goals – The manager should list specific goals like
paying-off debts, finishing a big-project etc and
should include specific dates.
Proper Implementation – The manager should start
meetings on time. This helps to guarantee that people

16. Will arrive on time.
Proper planning and follow-up – The manager should
prepare minutes of the meetings and follow up.
Commitments and expectations made public through
minutes are more likely to be fulfilled.
Principle of effectiveness – The manager should insist
the subordinates suggest solutions to problems. They
do this by sharing the problem and asking for the
ideas and solutions rather than recommending
solutions.
Time Management Matrix
The time management matrix is an effective tool to
identify important and urgent works simultaneously
and provides an opportunity the things properly.

17. Time Management Matrix
Urgent and important - If this happens, identify which of
you urgent importance activities could have been foreseen
and think about how you could schedule similar activities
ahead of time, so they do not become urgent.
Urgent and not important: - Urgent but not important
activities are things that stop you achieving your goals, and
prevent you from completing your work. Ask yourself
whether these tasks can be re-scheduled, or whether
someone else could do them.
Not urgent but important - These are the activities that
help you to achieve your personal and professional goals,
and complete important work. Make sure that you have
plenty of time to do these things properly, so that they do
not become urgent.
Not urgent and not important: - These activities are just a
distraction, and should be avoided if possible. Some can
simply be ignored.

18. Time Wasters
A time waster is any activity that has a low ration of
benefit to time spent. In other words, time waster are
those activities which are not important or do not
require immediate attention.
Categories of time wasters :
 External time wasters
 Internal time waster
External time waster – These are usually beyond an
employee’s control such as computer downtime,

19. interruptions from colleagues, meetings, paperwork and telephone
enquiries.
Elimination of time wasters: - It has been observed that an individual’s
lot of time is wasted by a number of time wasters. Following types
of timewaster are more common.
Unorderly method of working: - Many people adopt unorderly method
of working in which they waste lot of their time in searching things
for use.
Unnecessary gossip (talk):- people who engage themselves in
unnecessary gossip (talk) with their friends and colleagues waste lot
of their precious time.
Unscheduled visitors:- unscheduled visitors take lot of time and they
can knock the door at any time if not managed properly.
Too many meeting: - Too many meeting are basic characteristics of
many organizations. Many of these meetings are part of routines and
do not contribute any meaning full thing except time wasting.

20. Procrastination:- it mean that, putting today’s work on tomorrow,
spend much of their time in thinking whether they should do the
work today or tomorrow
Failure to set priorities: - lack of setting priorities in performing
activities leads to waste of lot of time on trifle matters leaving
aside the more important ones.
Lack of scheduling: - with lack of scheduling or improper
scheduling for work performance, people got confused about
what and when activities are to be performed.
Attempting to do so many: - this approach becomes self –made
time waster because people cannot concentrate on any activity.
Internal time wasters – These are within an employee’s control and
can be avoided such as socializing and poor planning.

21. Steps involve in minimizing time wasters
Right & orderly method of working should be
adopted in which there should be a place for
everything and everything should be on its place.
Work priorities should be worked each morning
so that day’s work is completed well on time.
Work schedule should be prepared for each day
showing starting and ending time for each
activity. This schedule should be followed
strictly.
It is essential to avoid Procrastination altogether
even in small matters otherwise it may infect
from small matters to critical matters

22. As far as possible, time should be fixed for meeting
visitors, and inform them accordingly. Still if some
visitors come who are likely to make more time, it is
better to discuss with them briefly and advise them to
visit later for more detailed discussion.
Pleasant Thinking always create good environment at
work place as well as in home. It not only saves time
but becomes energizing to people.
It is better to concentrate on one activity at a time
whether it is critical, important, or less important.
Doing work with concentration saves lot of time
Rational use of time: - Each activity of an individual
should take time in proportion of its contribution to
the realization of the goals. If any activity is taking
disproportionate time, it is better to evaluate whether
the activity as it is more time – consuming but less
productive.

23. Advantages of Time management
Reduction of stress – By completing the task on time and not
procrastinating, the quantity of stress can be decreased by using time
management.
Sense of achievement – Good time management also gives peace of
mind and relaxation. A sense of achievement also comes from
knowing that he finished everything that he needed to get done, and
since he was not rushed, the end result was probably much better.
Increased energy: - Proper time management leads to completion of task.
This helps the individual to have increased energy. Good sleep and
increased energy are the main outcomes of time management.
Increased Productivity – Another advantage of time management is an
increase in productivity
Less Re-Work – Being organized results in less re-work and mistakes.
Forgotten items, details and instructions lead to extra work.

24. More Free Time – We can create more time, but one can make better use of
it by managing his time. Even simple actions like shifting and getting
the work done early can produce more free time in the life
Less wasted time – When one knows what to do, he wastes less time in idle
activities. Instead of wondering what he should be doing next, he can
already be a step ahead of his work.
More opportunities: - Being on top the time and work produces more
opportunities. The early bird always has more options. As well, luck
favors the prepared.
Improves Reputation – Individuals time management techniques will
improve his reputation. At work and in life he will be known as reliable.
No one is going to question whether you are going to show up, do what
you say you are going to do, or meet that deadline.
Less Effort: - A common misconception is that time management takes extra
effort. Things take less effort, whether it is packing for that trip or
finishing up that project

25. Advantages of Time management
Reduction of stress – By completing the task on time and not
procrastinating, the quantity of stress can be decreased by using time
management.
Sense of achievement – Good time management also gives peace of
mind and relaxation. A sense of achievement also comes from
knowing that he finished everything that he needed to get done, and
since he was not rushed, the end result was probably much better.
Increased energy: - Proper time management leads to completion of
task. This helps the individual to have increased energy. Good sleep
and increased energy are the main outcomes of time management.
Increased Productivity – Another advantage of time management is an
increase in productivity
Less Re-Work – Being organized results in less re-work and mistakes.
Forgotten items, details and instructions lead to extra work.

26. More Free Time – We can create more time, but one can
make better use of it by managing his time. Even simple
actions like shifting and getting the work done early can
produce more free time time in the life
Less wasted time – When one knows what to do, he
wastes less time in idle activities. Instead of wondering
what he should be doing next, he can already be a step
ahead of his work.
More opportunities: - Being on top the time and work
produces more opportunities. The early bird always has
more options. As well, luck favors the prepared.
Improves Reputation – Individuals time management
techniques will improve his reputation. At work and in life
he will be known as reliable. No one is going to question
whether you are going to show up, do what you say you
are going to do, or meet that deadline.
Less Effort: - A common misconception is that time
management takes extra effort. Things take less effort,
whether it is packing for that trip or finishing up that

27. Disadvantages of Time Management
Making Distance from Social Activities: - The main
disadvantage of time management involves being too
concentrated on professional tasks that one might actually fail
to include social activities.
Lack of innovation: - When one learn how to manage their
time; they become much disciplined and professional
surrounded by doing and accomplishing their task. By doing
so, one become so disciplined that one forgets to relax and one
stop being innovative
Stressful Life: - Poor time management effects stress levels. It
leads to the dissatisfaction of not having worked hard and
wasted time.
Poor multi-tasking skills – The ability to multi – task
depends on the ability to divide and allocate the waking hours
according to the importance task. I addition, it is necessary to
concentrate on the task at hand and ignore distractions.

28. Tips to managers on time management and
delegation of work
 Never waste employee’s time: - The manager
should resist his temptation to assign busy work
when he sees the idle workers. He should be a role
model for his team mates and show them what he
needs to be done. He should be sure that they have
the needed tools and guide them.
 Priorities the work of the team: - Manger should
distinguish truly important activities, stuff that
seems to demand immediate attention. He should
delegate interesting assignments, that stretch
imagination and creativity, encourage personal and
professional growth.

29. Communicate the goals: - Managers should be in a
position to give good reasons for his delegation. The
workforce if understand the goals they become motivated
and efficient workforce.
Encourage employees to focus at time: - Manager
should observe the staff at work. He should get the
“Workers” total attention on the individual tasks. This
will lead to faster work and better with less clarification.
Have productive staff meeting - Conducting regular
staff meeting is the fore most function of manager. He
should communicate to his staff to priorities the least
interest areas, attend meetings, and work at home.
Productive interactions can be made through meeting
rather than memos, emails or phone.

30. Reduces work load to managers: - Delegation of authority permit a
manager to share his workload with his subordinates. By passing on
some of his own work to the subordinates, the manager is able to
concentrate on more important aspects of his work.
Basis of superior – subordinate relations: - Delegation of the
authority is the process by which superior - subordinate relations
among managers are established. The flow of authority from the top
management to lower levels is directed and regulated by the process
of delegation.
Motivates Subordinates and Develops Managers: - They are
motivated to work for higher performance. They are also likely to
utilize their abilities and skills to do their job well. Delegation of
authority is a source of development of managers. Its opens up
opportunities for manager to acquire leadership and other skills and
competence.
Reduction of Stress: - When time is managed effectively a proper
prioritized scheduled can be followed. By completing the task on
time procrastinating, the quantity of stress can be decreased by using
time management.
Sense of achievement: - Good time management also gives peace of
mind and relaxation. Proper time table gives spare time to do all
things for enjoyment. When schedule is set, everything gets
completed in a planned manner.

31. Managerial job analysis
Job analysis is a detailed and systematic study of jobs to
know the nature and characteristics of the people to be
employed on various jobs. It involves collection of
necessary facts regarding jobs and their analysis. Job
analysis also provides the basis for determining what
types of information should be obtained from the
applicant, from previous employers, and from other
sources.
Analysis of managerial jobs requires some special
considerations. Managers usually tend to adjust the
content of their jobs to fit their own style rather than to fit
the needs of the work to be done. As a result when
querying them about their work, they will describe what
they are doing, having lost of sight what they should be
doing.

32. Management position description questionnaire: -
MPDQ is a standardized instrument designed
specifically for use in analyzing managerial jobs. The
274 item questionnaire contains 15 sections. It would
take 2.30 hrs to complete the questionnaire. In most
cases the respondents are asked to state how important
each item is to the position.
Hay plan: -The hey plan is based on an interview
between the job analyst and the job in office. The
information that is gathering relates to 4 aspects of the
job – The objectives, the dimensions, the nature and
scope of the position, and the accountability objectives.
Information about objectives allows the reader of the
job description to know why the job exists in the
organization and for what reason it is paid

33. Supervisory task description questionnaire: - A
supervisor task description questionnaire
incorporating 100 work activities was developed for
describing the positions of first line supervisors. A
factor of the STDQ responses from a representative
sample of 251 supervisors in 40 plants yielded 7 jobs
dimensions which are as follows:
Working with subordinates
Organizing work of subordinates
Work planning and scheduling
Maintaining efficient quality and production
Maintaining safe and clean work areas
Maintaining equipment and machinery and
Compiling records and reports

34. Professional and managerial position
questionnaire: - The PMOQ consists of 93 items,
divided into 3 major sections – job activities,
personal requirements needed for job
performance. This section contains personal
development items dealing with the educational,
training and experience requirement of the job
The first section includes
--- Planning and scheduling activities
--- Processing information and ideas
--- Exercising judgment
--- communicating
--- Interpersonal activities and relationships
--- Technical activities

35. The second section of the PMPQ concerns the
personal requirements needed for job
performance. This section contains personal
development items dealing with the educational,
training and experience requirements of the job.
Personality – related position requirements
form: - The PPRF is designed to identify aspects
of jobs that are potentially related to individual
differences in personality. The PPRF consists of
107 items divided into 5 major categories
(Surgency – leadership, interest in negotiation,
Agreeableness – Friendly, Sensitivity to interest
of others, conscientiousness– General truth
worthiness, emotional stability, Intellectance –
generate ideas, Tendency to think things through

36. Managerial job behaviour
Managerial job behaviour means the total set of work
related behaviour that the organization expects the
individuals at managerial positions to display. There
may be managers with effective as well as ineffective
job behaviors. It is the nature of manager job to
influence organizational behaviour in a responsible and
professional manner so it is his or her job to
conscientiously shape organizational beliefs and values
in the right direction.

37. Effective managerial job behaviour or skills required
Ability to inspire others - The effective manager will have a ability
to inspire others
Motivation – Effective managers are self-motivated. They have a
strong desire to lead. Motivated managers have a definite goal.
Positive attitude – A positive approach indicates a healthy body and
mind. It helps to manage stress. Manager can balance different
aspects of his or her life without creating overlaps. And when the
going gets tough, it ensures that manager can stay calm and collected
enough to seek appropriate solutions.
Communication skills: - Managers who want to make the greatest
positive impact on their environment, their terms and their associates
must be persuasive communicators. On the other hand, they must be
receptive to what others are saying. Listening skills, appropriate body
language are the hallmarks of a good communicator.
Problem solving skills :- An effective manager has developed the
patience and ability tom look at the problem from various angles and
get down to the cause of the problem and he tries to solve the
problem from its roots rather than the symptoms of the problem

38. Ability to understand human behaviour: - A manager must
understand the needs, desires and behaviour of his
subordinates and show respect for such desires. He is
emotionally supportive and is careful enough to avoid ego
threatening behaviour. He must give credit to subordinates
when their efforts are successful.
Emotional intelligence: - Today’s manager is under
pressure. Manager’s basic intelligence and technical
competency must be complemented with emotional
intelligence. Competent managers are emotionally mature
and usually tend to adjust the content of their jobs to fit
their own.
Willingness to take risk: -Successful managers always
accept and seek new challenges. He must be willing to
tolerate dissatisfaction and defeat and learn from these
failures
Dedication to organizational goals: - A manager must
demonstrate his dedication and commitment to the
organization’s mission, goals, and objectives by hard work
and self – sacrifice.

39. Intelligence: - A successful manager must have
above average knowledge and intelligence. Mental
ability to think precisely, analyses accurately,
interprets clearly and in brief are necessary to
consider the problems in the right perspective.
Foresight and vision: - He should have the
capability to look forward and anticipate the
events. He should have a high degree of
imagination, moral courage, breadth and
determination.
Responsibility :- A manager should be a
responsible person and must be willing to assume
responsibility for cost
Self confidence: - Effective managers are self –m
confident. They have to constantly solve problems,
make decisions and ensure others follow them.

40. Ineffective managerial job behaviour
Motivation by intimidation: - The most common
mismanagement approach is motivating employees by
instilling fear in them, fear of getting shouted at, public
humiliation, getting fired etc. Motivating by
intimidating works only in some situation and with
certain groups of employees. Effective managers use
their people skills to get things done.
Not knowing associates: - Many managers pleasure
themselves in not knowing mush about their
employees, their personal lives, fears, hopes, etc.
Everybody has a personal life. What ever happens in
the personal life of an employee effects his work life as
well. An effective manager knows enough about his
associates so he understands what motives them.

41. Not being open: - Such managers believe that
there is just one way of doing things right and
that one way is their way. Not being open to
employee’s suggestions and ideas. This closed
attitude of the manager stops new and better
methods from being implemented.
Negative expectations: - Most managers are
convinced that most employees are
untrustworthy and lazy. All this in turn affects the
employees adversely and they come to work
forcibly, not willingly. Managers of course, get
what they expect.

42. Punishing everybody for the fault of a few: - Organizational
Policies and procedures are based on the past behaviour of a
small group of playful employees. Policies and procedures
sometimes hinder employee work and their behaviour
Not communicating: - At the time of yearly performance
appraisals, many employees are shocked to learn about some
performance standards that they never knew or were counseled
about. Ineffective managers withhold a lot of importance
information from employees and then use employees non-
compliance to those standards against them I their performance
appraisals. These managers conveniently disown the
responsibility of not communicating and blame the associates for
not knowing basic facts
Viewing the management and employees as separate entities:
- Ineffective managers also strongly believe that they alone
constitute that management, and therefore are always right
ineffective managers always fail to see the good relationship
between the management and employees. The good relationship
is required for the success of any organization.

43. Functional Difference in
Managerial job behavior
There are different types of managers due to which there
are differences along their functions
 Functional managers
 General managers
 Line and staff managers
Functional managers :
This group of managers due to which there are
differences along their functions, which are explained

44.  Financial managers
 Marketing managers
 Production managers
 Human resource managers
 Operation managers
 Research and development managers
Financial managers – Financial managers deal primarily
with an organization’s financial resources. They are
responsible for activities such as accounting, cash
management and investments. The number of
financial managers is large in some business like
banking,

45. insurance and financial institutes.
Marketing Managers – Marketing managers work in
areas related to the marketing function, which is
essentially getting the consumers to buy the product
or services offered by the organization.
Production Managers – Production managers are
responsible for maintaining the production process
and to look after the manufacturing system of the
organization.
Human Resources Managers – Human resource managers
are responsible for hiring and developing employees.
They typically involved in human resource planning,

46. recruiting , and selecting employees, training and
development, compensation and benefit systems,
formulating performance appraisal systems and
problematic employees.
Operations managers – Operations managers have the basic
responsibility for the organizational systems that transform
inputs such as material, labor, capital, and technology into
outputs that is the finished product and service.
Research & Development Managers – Research and
development managers coordinate and activities of
scientists and engineers working on specific projects.

47. General Managers :
General or administrative managers are not
associated with any particular areas of management.
They have basic familiarity with all the functional
areas of management, rather than specialized training
in any one area, and are usually responsible for the
overall functioning of the organization.
Line and staff Managers :
Line managers are responsible for the major work
activities that contribute directly to the production of
the organization’s product or services. The line
managers in a manufacturing organization include

48. production vice president, General manager, Plant
manager and production manager.
Staff managers are responsible for the provision of
specialized services in support of the line managers.
Level Differences in Managerial
Job Behavior
There are three levels of management where the
managers at all the three levels differ in their job
behavior. The three levels of management along with
the differences in job behavior of managers are below:

49.  Strategic or Top management
 Tactical or Middle level management
 Operational or first line or supervisory level
Strategic or Top management :
Top management consist of managers at the
highest level in the management hierarchy. This level
consists of the board of directors, chief executive and
the departmental hierarchy. Top management is also
concerned with maintaining liaison with the outside
world.

50. Function of top-level managers :
 Setting out general objectives and policies of the
business
 Laying down guidelines for the departmental heads
 Organizing the business into various sections and
departments for the efficient accomplishment of
enterprise goals
 Making appointments to top positions in the company
organization, such as the managing director, general
manager, secretary, departmental heads
 Reviewing the work of executives at different levels
and ensuring their performance

51. Tactical or Middle-level management :
Tactical or middle level managers work at middle
levels of the organization and are responsible for
major groups. Middle level managers have
management levels beneath them. This level consists
of departmental managers. The main function
performed by this level of managers consists of
linking the top and supervisory level of management.
Functions of Middle level Managers :
 To run the details of the organization, leaving the top
officers as free as possible of their other
responsibilities.

52.  To co-operate in making a smoothly functioning
organization
 To achieve the co-ordination between the different parts of
the organization
 To develop leaders for the future by broad training and
experience
 To build up a company spirit where all are working to
provide a product or service wanted by others
Operational or first line or supervisory level managers:
The lowest level of management consists of first line
supervisors. They generally have such designation as
superintendent, section officer, supervisor, foreman

53. etc they are directly in touch with the workers, clerks,
salesmen etc
Functions of operational, or first-line or supervisory level
managers :
 To issue orders and instructions to the workers and
supervise and control their functioning
 To plan the activities of his section, classifying and
assigning jobs to the workers
 To direct and guide the workers about work procedure
 To arrange for the necessary equipment, materials, tools
etc for the workers

54.  To look after the proper maintenance of the tools,
machinery
 To solve the problems of the workers
 To communicate the problems of workers, which are
not solved at his level
 To maintain discipline among the workers, and
develop in them the right approach for work.
Skills required by managers at each level
A skill is an individual’s ability to translate into
action. Skill is not necessarily inborn. Managerial
skills are knowledge to fulfill some activities or tasks.
In

55. order to be able to be successfully discharge his role,
manager should possess three major skills :
 Technical skills
 Human skills
 Conceptual skills
Technical skills – Technical skills are concerned with
what is done. These skills are required by the first
level or lower level managers. Technical skills learned
by accountants, engineers, managers and other
persons are developed by the actual practice on the
job. For managers technical skills are required for
effective performance.

56. Human skills – These skills are required by the middle
level managers. Human skills, also referred to as
human relation skills, are one’s ability to work
effectively with others on a person-to-person basis
and to build up cooperative group relation to
accomplish organization objectives.
Conceptual skills – conceptual skills are related to
concepts and mental conception conceptual
framework intended to development of new product
and or idea. These skills are required by the top-level
managers.