The Top Management Milestones
Technical Skill, Human Skill, and Conceptual Skill and the necessary functions of a manager are planning, organizing, directing and controlling.
Improving information management practices is a key focus for many organizations, across both the public and private sectors.
Technical skill is the ability to process the technical side of a job or part of your work. Proficiency in the technical knowledge of your job and company is critical if your job requires you to be more "hands on" with your work.
Many managers find themselves less educated on the technical side of the job than the rest of their employees and upon losing their managerial position they are forced to come to the reality that there are far more people educated in technical work than they are and slowly fall down the ladder.
In order to not let this happen, you must stay up to date with the technical aspects of your job in order to assure your bosses and your company that you are the right person for the position.
Human skill is the power to communicate to your fellow co-workers. This is a skill that 99% of all companies look for in a manager because if you do not possess the ability to correspond with other employees then you will not work out in a manager position.
You must be a "people person" in order to hold a job as a manager because on a daily basis you will be working with various other associates and you will need to know how to hold conversations and help your employees.
Learning how to effectively communicate with people is a key principle of management that you will need in order to be successful in your position.
Conceptual skills involve the formulation of ideas and concepts. Managers that have great conceptual skills generally possess the power to create innovative ideas and deliver abstract theories.
This form of management will give your company the edge it needs against its competitors if you can formulate groundbreaking concepts for your company that will push them ahead of the competition.
Managers also have duties no matter what their skill level is. These responsibilities include planning, organizing, directing and controlling. These functions are necessary when working as a manager in any level you are performing in.
‘Information management’ has meant deploying new technology solutions, such as content or document management systems, data warehousing or portal applications.
Effective information management is not easy. There are many systems to integrate, a huge range of business needs to meet, and complex organizational issues to address.
Be proficient in all that you do. Followers expect leaders to be expert in the job level assigned. You can get success for a while on your looks, wit, and charm but sooner or later you must produce consistent, real time results.
Live your values. Don't get caught in the say/do gap trap. If you profess a value of honesty then act honest.
Know your people and look out for their welfare. You have every right to require a person to seek professional help before it gets out of hand.
Keep people informed. The greatest single breakdown in organizational dynamics is the lack of information flowing between and among those who need it.
If you believe that workers should show up at work clean and groomed you set the example. Too many times we find supervisors at the start of a shift looking like the end of the shift.
Ensure the task is understood, supervised, and accomplished.
Ask questions when you assign work. It is the only way you will know for sure that everyone is on the same page.
Make sound and timely decisions.
A serious failure of leaders is to not decide. Foot dragging around making tough decisions is simply unacceptable.
Develop a sense of responsibility among subordinates. The only way people learn to be responsible is to be given the chance to be responsible. The leader then holds them responsible for being responsible.
Employ your work group in accordance with its capabilities. Don't burn out your team trying to look good. Know your limits.
Seek take responsibility for your actions. A leader who accepts responsibility scares others.