Management Skills in Human Resource Development Essay

Technical skills encompass the efficiency to apply specialized familiarity or expertise. When you think of the skills held by professionals such as civil or oral surgeons, you typically focus on their skillful skills .Through extensive formal education, they have learned the special knowledge and practices of their field. Of course ,professionals dont have a monopoly on technical skills ,and not all technical skills ,have to be learned in schools or formal training programs .All jobs require some specialized expertise ,and some throng develop their technical skills on the job.Human Skills The ability to drill with ,understand ,and motivate other people ,both individually and in groups ,describes , humanity skills many people are technically proficient but interpersonally incompetent. They might be miserable listeners ,unable to understand the needs of others, or have difficulty managing conflicts .Since managers get things through through other people ,they must have good hum an skills to communicate ,motivate, and delegate.Conceptual Skills Managers must have the mental ability to give way and diagnose complex situations. These tasks require conceptual skills. finis making, for instance, requires managers to spot problems, commit alternatives that keep correct them, evaluate those alternatives ,and select the better one .Managers can be technically and interpersonally competent yet still fail because of an unfitness to rationally process and interpret informationEffective vs. Successful managerial activities Fred Luthans and his associates looked at the issue of what managers do from a somewhat different perspective. They asked the doubt Do managers who move up most quickly in an fundamental law do the same activities and with the same emphasis as managers who do the best job? You would tend to think that the managers who were the most effective in their jobs would besides be the ones who were promoted fastest .But thats not what appears to hap pen. Luthans and his associates studied more than 450 managers .What they ready was that these managers all engaged in four managerial activities Traditional Management. Decision making ,planning, and controlling. Communication. Exchanging routine information and processing paperwork.