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    Skills of an Effective Administrator
    Skills of an Effective Administrator
    Skills of an Effective Administrator
    Ebook41 pages35 minutes

    Skills of an Effective Administrator

    By Robert L. Katz

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    About this ebook

    While there is a widespread belief that some people are born to lead, the existence of an 'ideal manager' is almost entirely a myth. Basic skills - the ones that most employees can learn - are often more important than personality traits. In Skills of an Effective Administrator, Robert L. Katz identifies the three fundamental abilities companies should seek to develop in their managers. Find out for yourself how these vital skills can be put to work today. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world.

    LanguageEnglish
    PublisherHarvard Business Review Press
    Release dateMay 7, 2009
    ISBN9781633691391
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      Book preview

      Skills of an Effective Administrator - Robert L. Katz

      ADMINISTRATOR

      Although the selection and training of good administrators is widely recognized as one of American industry’s most pressing problems, there is surprisingly little agreement among executives or educators on what makes a good administrator. The executive development programs of some of the nation’s leading corporations and colleges fi a tremendous variation in objectives.

      At the root of this difference is industry’s search for the traits or attributes which will objectively identify the ideal executive who is equipped to cope effectively with any problem in any organization. As one observer of U.S. industry recently noted:

      The assumption that there is an executive type is widely accepted, either openly or implicitly. Yet any executive presumably knows that a company needs all kinds of managers for different levels of jobs. The qualities most needed by a shop superintendent are likely to be quite opposed to those needed by a coordinating vice president of manufacturing. The literature of executive development is loaded with efforts to define the qualities needed by executives, and by themselves these sound quite rational. Few, for instance, would dispute the fact that a top manager needs good judgment, the ability to make decisions, the ability to win respect of others, and all the other well-worn phrases any management man could mention. But one has only to look at the successful managers in any company to see how enormously their particular qualities vary from any ideal list of executive

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