MADUKA

ADAIFE
STEPHANIE
10112399DI

MAN 105
ASSIGNMENT
26/11/2021
MANAGEMENT 105 ASSIGNMENT 
1.List and explain the skills and indicate the level of management that must possess each skill

Simply, managerial skills are the knowledge and ability of the individuals in a managerial
position to fulfil some specific management activities or tasks. This knowledge and ability can be
learned and practiced. However, they also can be acquired through practical implementation of
required activities and tasks. Therefore, you can develop each skill through learning and
practical experience as a manager.
When we talk about managerial skills, we talk about the skills of a manager to maintain high
efficiency in the way how his or her employees complete their everyday working tasks. Because
of that, managers will need skills that will help them to manage people and technology to ensure
an effective and efficient realisation of their working duties
A good manager has all the skills and can implement those skills for running the organization
properly. 4 managerial skills are technical skills, conceptual skills, interpersonal and
communication skills or human skills , decision-making skills or analytical skills.
Robert Katz identifies three types of skills that are essential for a successful management
process:
Technical skills
Conceptual skills
Human or interpersonal management skills
Analytical skills

Technical skills

As the name of these skills tells us, they give the manager knowledge and ability to use different
techniques to achieve what they want to achieve. Technical skills are not related only for
machines, production tools or other equipment, but also they are skills that will be required to
increase sales, design different types of products and services, market the products and
services, etc.
Technical skill is also knowledge of and proficiency in activities involving methods, processes,
and procedures.
Thus it involves working with tools and specific techniques. Technical skill is the ability to use
the specialized knowledge, procedures, and techniques of a field of activities.
Accountants, engineers, surgeons all have their technical skills necessary for their respective
professions. Most managers, especially at the lower and middle levels, need technical skills for
effective task performance.
 
Technical skills are most important for first-level or line managers. Whet it comes to the top
managers, these skills are not something with high significance level. As we go through a
hierarchy from the bottom to higher levels, the technical skills lose their importance.

Conceptual skills

Conceptual skills present knowledge or ability of a manager for more abstract thinking. That
means he can easily see the whole through analysis and diagnosis of different states. In such a
way they can predict the future of the business or department as a whole.
 
Conceptual skills are vital for top managers and must possess the conceptual skills, less critical
for mid-level managers and not required for first-level managers. As we go from the bottom of
the managerial hierarchy to the top, the importance of these skills will rise.
Conceptual skill is the ability to see the “big picture,” to recognize significant elements in a
situation and to understand the relationships among the elements.
Conceptual skill is the ability to coordinate and integrates all of an organization’s interests and
activities.
It requires having the ability to visualize the enterprise as a whole, to envision all the functions
involved in a given situation or circumstance, to understand how its parts depend on one
another and anticipate how a change in any of its parts will affect the whole.
A manager’s ability to think in the abstract and to view the organization holistically is important.
Suggesting a new product line for a company, introducing computer technology to the
organization’s operations, or entering the international market; for deciding this magnitude, a
manager requires conceptual skill is his personality.
Conceptual skills are vital for top managers and must possess the conceptual skills, less critical
for mid-level managers and not required for first-level managers.

Human or interpersonal managerial skills

Human or interpersonal management skills present a manager’s knowledge and ability to work

with people. One of the most critical management tasks is to work with people. Without people,
there will not be a need for the existence of management and managers.
 
These skills enable managers to become leaders and motivate employees for better
accomplishments. Additionally, they help them to make more effective use of human potential in
the company. Simply, they are essential skills for all hierarchical levels in the company.
Communication skill enables a manager to perform them properly. Most of his time, a
manager’s job is to interact with people inside and outside of the organization.
Manager’s ability to communication with individuals and groups, controlling and motivation they
are what Interpersonal and Communication skill are.
The skills is equally needed by all levels of management in an organisation.

Decision-Making Skill or Analytical skill

In simple words, a manager’s job is to make decisions that will lead the organization to the
attainment of is goals.
Decision making skill is the skill that makes a manager able to recognize opportunities and
threat and then select an appropriate course of action to tackle them efficiently so that the
organization can benefit them.
Analytical skill means, the ability to identify the key variables in a situation. Manager diagnostic
skill and Analytical skill helps him to identify possible approaches to a situation.
This skill is vital and must be possessed at the top and middle level management of the
organisation.

2.What is your view of management as an art and as a science.

Management as an art or science or a combination of both, let’s see the words ‘SCIENCE’ and
‘ART’. A science can be referred to as knowledge about the structure and behavior of the
natural and physical world, based on facts that you can prove. This can be done through
experiments. Hence, predictions can be made from such experiments. ART on the other hand
can be seen as a skillful way of doing things.

Management as an art deals with the application of skills in the process of getting things done
through people and available resources. On the other hand, as a science it deals with making
decisions and implementing them based on the gathering of past and present data, analysing
them and the correlation of such data in order to predict future occurrence.

MANAGEMENT AS AN ART

As management requires skill, creative and conceptual ability and human know-how, it is an art.
In management there are special areas that are not subject to the rigors of science. In this case,
the manager has to depend on past experience and judgement instead of depending on any
testable technical knowledge as in the case of chemistry, physics or survey.
In this circumstance, the managers rely duly on experience collected over the years through
practical experience. The application of this acquired knowledge to individual situation is seen
as an art. Based on the above scenario, management is an art; hence it is an art of getting
things done through others.
To manage effectively, one must have not only the necessary abilities to lead but also a set of
critical skills acquired through time, experience, and practice.

The art of managing is a personal creative attribute of the manager, which is more often than
not, enriched by education, training, experience.

The art of managing involves the conception of a vision of an orderly whole created from chaotic
parts and the communication and achievement of this vision.

Managing is the “art of arts” because it organizes and uses human talent.

MANAGEMENT AS SCIENCE

Management is science when it employs systematic procedures or scientific methods to obtain

complete information about a problem under consideration, which the solution is subject to rigor
control procedure to ensure the correctness and to establish validity.
Science is obtaining information about a particular object by a systematic pattern of observation,
study, practice, experiments, and investigation.
The management process also follows the same pattern. Gathering data and facts, analyzing
them and making a decision based on analysis, are the basic functions of the management.
Management follows a systematic method to find a possible solution for a problem. The science
underlying managing is indeed inexact or a soft science at best.
It is not as “Science” as physical sciences such as chemistry or biology which deal with non-
human entities.
The inclusion of the human element in managing makes this discipline not only complex but
also debatable as pure science.

Human behavior is unpredictable; people think, act or react differently under identical
circumstances.

And so, management can never become as pure science

Therefore Management is therefore both a science and an art. As a science, it involves the
systematic gathering of data, such as statistics, interviews and observation. It utilizes scientific
principles in analyzing and interpreting data.
As an art, it deals with proficiency in the practical application of knowledge acquired through
study, experience and observation. In the exercise of his leadership in managing man, the
manager develop the act of knowing the how, what, when and why in dealing with employees.
The major tools of manager as a scientist and artist is his creative imagination and intelligence
developed by practice, learning and experience, his intuition and insight in handling the various
problems of employees and the organization.