Developing Managerial

Skills and Organization

 Do I have what it takes
What are the skills to be a good manager? How will I be able to
needed to become a motivate my team?
manager?
 Managerial
Skillsentail any skills you might need or have that
allow you to take charge of and manage others
effectively.
TALENT SKILLS
Critical thinking and Teamwork and collaboration
problem solving

Oral and written Professionalism and strong

communications skills work ethic.
 Three Types of
Managerial Skills
Robert Katz identifies three types of skills that are essential for a successful management process:

Technical Skills Conceptual Skills Human or interpersonal

defined as a learned revolve around generating
management skills
capacity in just about any ideas through creative present a manager’s
given field of work, intuitions and a knowledge and ability to
study, or even play.  comprehensive work with people.
understanding of a given
context.
Of the three skill sets identified by Katz, technical skills are the
broadest, most easily defined category. 
Technical skill is knowledge about and proficiency in a specific
type of work or activity. It includes competencies in a specialized
area, analytical ability, and the ability to use appropriate tools and
techniques’. Technical skill play an essential role in producing
the actual products a company is designed to produce.
Technical Skills
 As a leader grows higher in the organizational ladder, the
expectations from him are to provide strategic direction, create
the vision, and motivate the folks to dedicatedly pursue the
Conceptual Skills organizational goals. These are Conceptual skills that allow the
leader to think through and work with ideas. Leaders with higher
levels of conceptual skills are good at thinking through the ideas
that form an organization and its vision for the future.
Human/Interpersonal Skills
As technical skills relate to the ability to working with things,
similarly human skills relate to the ability to work with people.
Human skills are people skills that enable the leader to work
effectively with subordinates, peers, and superiors. It is the
leader's expertise in interacting with others in a way that will
enhance the successful completion of the task at hand. These
leaders are more sensitive and empathetic to what motivates
others, create an atmosphere of trust for their followers, and take
others’ needs and motivations into account when deciding what to
do to achieve organizational goals.
The word that makes a good manager
- Desiciveness
LEE IACOCCA
 How to Motivate
your team
Motivation is the external\internal reason we
take action on a particular task. External
motivation often shows up in the form of a
reward, such as money, fame, grades, or
praise. Internal motivation is driven by our
innate psychological needs: competence,
autonomy, and psychological relatedness.
1. Connect with their core values. 
By identifying what’s important to them and what their core values are, your people will have a better understanding of how to motivate
themselves in their role because they’re better able to connect what they’re doing to their internal self. When something — a project,
specific task, conversation, whatever —aligns with one’s core values, this acts as a catalyst for further motivation.
2. Provide clarity on everyone’s expectations. 
As the leader, it’s important to not get caught up with “everyone should be able to do everything” thoughts. Rather, approach projects with
the mindset of how to utilize each person’s skills, along with their values, so your team can meet deadlines while providing quality work
and results. From there, it’s about assigning specific tasks and offering clarity and support accordingly. One question you should ask your
team as you begin a new project is, “What would motivate you to focus on the end goal of this project?” This helps you get clear on what
values your individual team members need met to find their self-motivation within the project.
3. Support them to self-manage. 
By understanding the individuals on your team, you’re better equipped to support them in their own self-management, recognizing what
they’ll need along the way to stay motivated on specific projects and individual responsibilities. By offering support rather than telling them
to get motivated, you add humanity back into your projects because you consider the person behind the work and what it will take for the
person to complete the work rather than just the work itself.
4. Chat with them regularly to answer any questions or concerns they have.
Get to know your people, both one-on-one and as a group. Encourage your team to communicate so you are the one listening and they
are asking questions, not vice versa.