Management
Appendix 1
Katz’s management skills at different levels
Robert L. Katz first called attention to the problem of identifying those skills necessary for successful performance in managerial roles. This paper identifies the impact of Katz's classic 1955 work on managerial skills and notes the continuing legacy of his work. Modifications and additions appearing in the management literature, particularly introductory or principles textbooks, are noted with a suggested expansion of Katz's work that would subsume the dominant ones of those. The importance of managerial skills to the carrying out of managerial functions is also discussed.
The following parts are for you to think about after completing the questionnaire
(B) QUESTIONS to contemplate after completing the questionnaire:
1. Now that you have interviewed a manager, which would you say best describes what a manager does: the ‘rational-functional’ or the ‘social-reality’ view? Why?
2. Planning, organising, leading and controlling are said to be the four basic functions of management. After your interview do you think there are other functions of management? What are they and why do they need them?
3.How well did the manager you interviewed perform the 3 interpersonal, 3 informational and 4 decisional management roles? Do you think it is realistic to expect one person to perform them all? How might managers compensate for their inability to excel at all roles?
4. Managers are said to need technical, interpersonal and conceptual skills to perform their job – the amount of which depends of their level. After your interview do you think there are other skills managers need or use? What are they and why do they need them?
5. Managers are described as being top level, middle level and first-line. Did the manager you interviewed make this distinction about their job? Why might it be problematic for some managers to identify their level?
(C) COMPARISON OF RESULTS
1. Look at the profile of the...
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