Conceptual Skills of ManagementManager has been considered as one of the most vital job in the company or organisation. Manager is an individual who coordinates and plans the work of other people so that an organisation can achieve its objectives. This essay will focus on the conceptual skills. Conceptual skills can be described as a sets of ability to manage, lead and making decision for the company’s good, so that the company will be benefited and achieve its objectives regarding the action of the manager. This essay selects Alan Joyce, the CEO of Qantas as the example of someone who must possess conceptual skills. The purpose of this essay is to identify and discuss the importance of conceptual skills that managers are required to demonstrate and also providing evidence and theoretical analysis about it. It is important because conceptual skills are important for the top managers. This essay will show the readers the theory of Katz about the managerial skills and how Alan Joyce of Qantas must use them so that he will able to overcome problems that facing the organisation and continue to operate as a successful airline in both the global and domestic market.
There are several managers that work in one organization. However, not all of these managers work at the same levels. They work at a different position and level. This kind of system is called “levels of management”. There are three levels of managers; top managers, middle managers and lower-level managers (Robbins, Bergman, Stagg, & Coulter, 2012, 17). Top managers are the highest role of management hierarchy. Top managers are usually consist of CEO (Chief Executive Officer) and the Board of Directors. Basically, Board of Directors is a group of representatives that are chosen by the shareholders. After the shareholders formed it, it is the decision of Board of Directors to choose who will be the CEO of the organisation. Then, there are middle managers, which consist of branch managers and the heads of the department. Finally, there are the lower-level managers. It is consist mostly by supervisors.
According to Katz (1955), each managerial level should possess compulsory skills. These skills are called “management skills”. Management skill is an important way to describe what a manager does. Each level of management has different set of management skills. Katz stated that the basic managerial skills were not natural qualities in the managers’ personality, but it is something that managers might and ought to develop themselves in their managerial campaign by giving them the fundamental understanding to access this information. Based on these assumptions, Katz declared the three necessary skills that managers should have; technical, human, and conceptual skills (1955, as cited in Peterson & Van Fleet, 2004). Katz (1974, as cited in Blakely, Martinec, & Lane, 1995) specified that lower-level of management are required having technical skills, executive levels are required
The Role of the Individual
As a whole, Katz’s role in public opinion is fairly simple—it’s about the individual. As a result, his analysis is very complex. The individual has little to do with the organizational structure, as seen by his ability to be the representative member of the organization. In addition, the individual would be more likely to have a greater understanding of how the organization operates—the higher his level, the more knowledge that can be gained. In terms of organizational design design is an effort to bring about an organizational structure that includes individuals who have specific, identifiable, and ongoing objectives.
The individual with the greatest importance in the organization will be individuals who also have the highest importance in their individual affairs. Each has a specific role, according to Katz. Most of the major factors to consider in organizational design design are:
The most important thing is leadership.
Individuals with special needs, a very important role, and strong interpersonal or organizational skills could all be more influential than a group of people who simply can’t handle the system, or no one has the basic skills needed to take it over (in the context of the larger company, a senior manager and his or her management team could both hold the position of director of operations rather than manager of operations).
The largest and most productive group has the best leaders.
In summary, a top management job is a team effort to manage a large number of people and to identify opportunities that are important rather than merely a set of roles that are only for individuals who have specific, identifiable, and ongoing goals, whether the top ranks of the organization or the same top management group.
The primary objective is to make the project work. If the project fails in one of the above three areas, then the project manager may have to go back to the company and make changes that would reduce or eliminate the project. However, if the project succeeds in all of the other requirements—like an efficient project management strategy in which management is very, very important and organizational structure is good, then an organization should not be forced to reduce its individual responsibilities (although maybe at times organizational structure could be better with greater emphasis on group work for small teams).
The roles of individual and collective leaderships may be different.
These are the most important role choices for a management organization. If the individual has exceptional performance. At first glance, it may appear that the individual is going to be too busy because of a personal, psychological problem. It may even seem like a matter of pride or selfishness, especially if the individual is doing so for financial, political, or technical reasons rather than for economic or operational reasons. But this can be misinterpreted as the individual is being too demanding. If there is a problem within the individual, such as family, finances, or professional obligations, it was not the person’s fault; that was the fault of his or her family (see my definition of personal responsibility for personal responsibility). If the individual is too busy, the individual may be struggling through difficult personal relationships or work in a personal capacity which could affect his or her own well-being—or some combination thereof (see my own definition of personal responsibility for personal responsibility for personal responsibility for general personal responsibility–a single personal responsibility). So if the individual is trying to work through difficult relationships with others, a combination of personal care responsibilities for personal care responsibilities, and work on the individual’s own for personal attention may be needed (see my definition of personal responsibility for personal care-related responsibility for general