CONTENTS

1.Introduction Manager Managerial functions Roles of manager Competency of successful managers Span of control Managerial grid 2.Managerial skills 3.Need and objective 4.21st century managerial skills 5.Developing managerial skills 6.Case study 7.Conclusion 8.References

Introduction
MANAGER
A manager is one who directs the activities of other persons ad undertakes the responsibility for achievement of objectives through such efforts. If youd like to become an effective leader or manager, there are managerial skills that you have to currently have or develop. These are skills on planning, organizing, directing and controlling. These are typically all needed to realize goals and objectives that the business has outlined for you. Theyre important for the development not just of the company but also of the people you manage or lead.

Managerial Functions
Henri Fayol was the first to describe the four managerial functions when he was the CEO of a large mining company in the later 1800s. Fayol noted managers at all levels, operating in a for profit or not for profit organization, must perform each of the functions of: PLANNING Planning is effective for an organization or a company to commence and realize success. Actually, planning is vital in every phase of life. They could be short-term, medium-term as well as long-term goals. This involves you and the other decision-makers from the company working together, determining the existing situation, considering and reviewing different solutions, and picking out the choices provided. When you prepare ahead of time, every thing will be carefully considered and specified thus making certain a very good execution of things. Without meticulous planning, the corporation will probably be put at risk.

ORGANISING One of the more significant managerial skills just after planning is organizing. Immediately after determining what direction to go at the time of the planning stage, you would be aware of what to accomplish next. You have to identify several tasks and obligations, organise your employees, designate all of them their responsibilities and figure out other resources of the company that are needed to help make the plans possible. Organizing gives a chain of command, assigning of duties and acquiring adequate management of this company. A good manager organizes properly by conveying effectively the master plan. While planning deals with matters that need to be completed, organizing addresses how to make the plan efficiently working. LEADING After organizing comes directing where you will now lead people as to what to undertake in order to accomplish the plan. Though planning and organizing utilizes thinking, directing puts these types of thoughts into motion. This is the implementation step. You show your people what to do in order that the objective and targets of the organization are attained. You have to point out to these individuals once and for all the targets of the corporation so that they will understand them accurately. You need to tell them of their importance in attaining these goals. You will also have to make sure that they have everything they require to accomplish the plan. To direct successfully, never take a seat and give instructions. Instead, take the lead in carrying out things and manage and support your workers in their assignments. This will likely inspire your employees to do the job even harder. CONTROLLING The process of controlling is another important skill within management. You need to attain control of your people so as to reach the objective of the business. To do this, you should determine standards associated with overall performance so that your employees will fully understand exactly how they need to perform and youll have a base for reviewing their tasks.

Additionally you have to keep an eye on and assess your peoples efficiency and provide comments on your discoveries. You can give citations to those individuals who executed their project well or who surpassed their outputs. When you obtain these kinds of managerial skills, the organization will continually be in good hands.

Management roles .
Managerial Roles:-To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional. According to Mintzberg (1973), managerial roles are as follows:

1. Informational roles 2. Decisional roles 3. Interpersonal roles Informational roles This involves the role of assimilating and disseminating information as and when required. Following are the main sub-roles, which managers often perform: a.Monitor-collecting information from organizations, both from inside and outside of the organization. b.Disseminator-communicating information to organizational members. c.Spokesperson-representing the organization to outsiders Decisional roles It involves decision making. Again, this role can be subdivided in to the following: a.Entrepreneur-initiating new ideas to improve organizational performance b.Disturbance handlers-taking corrective action to cope with adverse situation c. Resource allocators-allocating human, physical, and monetary resources d. Negotiator - negotiating with trade unions, or any other stakeholders Interpersonal roles This role involves activities with people working in the organization. This is supportive role for informational and decisional roles. Interpersonal roles can be categorized under three subheadings: a. Figurehead-Ceremonial and symbolic role b. Leadership-leading organization in terms of recruiting, motivating etc. c. Liaison-liasoning with external bodies and public relations activities.

COMPETENCY OF SUCCESSFUL MANAGERS

Management is a diverse role with a range of responsibilities and challenges that need to be addressed. Competency as a manager is an important part of achieving. So what 8 key competencies do successful managers have? Competency 1: Results Focus Successful managers know that at the end of the day it is not what you do but what you deliver that matters. Having a results focus is about knowing what outcomes are required and focusing yourself and those that you manage on delivering the results. This results focus keeps you on track and reduces the scope for distractions. Competency 2: Making Change Leaders regularly set out requirements for change. It might be in terms of process, people, service, ways of doing things to name just a few. While leaders will set out the overall direction, managers are the people who need to make the change happen on the ground. This requires them to overcome the obstacles that without doubt will appear as they try to make change. Competency 3: Planning Managers do not have the luxury of just having one thing to do. They have to manage money, people, processes, projects, customer relationships and themselves. This requires them to be able to plan effectively so that they get the best results possible. Competency 4: Team Development Managers cannot do everything on their own. They need a team around them that can help them to deliver results. Successful managers recognise that team development is an ongoing activity. People come and go from teams and the dynamics that this creates need to be managed. Many team

members want to progress and so creating opportunities for growth and development is important. Competency 5: Risk Management All areas of business face threats and managers need to become competent at identifying and responding to risk. These risks can range from losing key staff to health and safety issues. Successful managers recognise the importance of identifying and proactively responding to risk. Competency 6: Decision Making Until a decision is taken, nothing happens. Managers who procrastinate are a source of frustration to staff. The staff might not always like or agree with the decision that you have made but they will prefer you to take a decision rather than procrastinate. Competency 7: Communication Successful managers are effective communicators in 3 areas. They are effective speakers and can put their points forward clearly. They are also effective at getting their message across in writhing whether it is an e-mail or report. Finally, they are effective listeners. Competency 8: Customer Service Focus Successful managers recognise that they have customers, even if they are not working directly with the end consumer or user of the product or service. Successful IT Managers see the users of the systems as customers. Accounts Department Managers see budget holders, employees whose salaries they process and suppliers they pay as customers. Successful management requires you to have a range of competencies. So where are you highly successful and where do you need to develop to be an even more successful manager?

 Span of control
The number of subordinates that a manager or supervisor can directly control. This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more. A hierarchy describes the structure of the management of the business, from the top of the company the managing director, through to the shop floor worker, who reports to their foreman, in a manufacturing business.The hierarchy of a business is usually best understood by drawing an organization chart showing which levels of management and employees report to whom .An example of a hierarchy is shown in the diagram

A span of control is the number of people who report to one manager in a hierarchy. The more people under the control of one manager - the wider the span of control. Less means a narrower span of control.

 Blake Mouton Managerial Grid (Balancing Leadership) Taskand People-Oriented

A popular framework for thinking about a leaders task versus person orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles. Understanding the Model The Managerial Grid is based on two behavioral dimensions:

Concern for People This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. Concern for Production This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

Using the axis to plot leadership concerns for production versus concerns for people, Blake and Mouton defined the following five leadership styles:

Key Points The Blake Mouton Managerial Grid is a practical and useful framework that helps you think about your leadership style. By plotting concern for production against concern for people, the grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity. The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories. While the grid does not entirely address the complexity of Which leadership style is best?, it certainly provides an excellent starting place to critically analyze your own performance and improve your general leadership skills.

MANAGERIAL SKILLS
A skill is an ability to translate knowledge into action that results in a desired performance and managerial skills refer to the skills of manager by which they perform their task effectively and efficeintly. A manager's job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager and make their work more effective and efficient called as managerial skills.Using managerial skills managers must be able to see the organization as a whole, understand the relationship among various subunits, and visualize how the organization fits into its broader environment. In order to perform the functions of managenent and to assume multiple roles, managers must be skilled. Robert L. Katz (1974) found that managers needed three essential management skills 1. Technical 2. Human 3. Conceptual Human Skill This is the ability to work with, understand and motivate other people (both individually and a group). This requires sensitivity towards others issues and concerns. People, who are proficient in technical skill, but not with interpersonal skills, may face difficulty to manage their subordinates. To acquire the Human Skill, it is pertinent to recognize the feelings and sentiments of others, ability to motivate others even in adverse situation, and communicate own feelings to others in a positive and inspiring way.Human skills are basically soft skills(people oriented) which is not learned through any college or school it can achieve only through experience.Soft-skills" refer to a cluster of personal qualities, habits, attitudes and social graces that make someone a good employee and a compatible co-worker. Companies value soft skills because research suggests and experience shows that they can be just as important an

indicator of job performance as hard skills. As a manager, it has never been enough to be technically adept. You have to excel at soft skills as well. Soft skills are the personality traits, attitudes, habits, and behaviors you display when working with others. While good soft skills are also important for employees, they are critical for managers and for those who want to be managers. Here are some most important soft skills managers need to master. It is most important for all level of management whether top level,middle level or low level. Time Management

Time is a very important resource. It cannot be saved and used later, it can only be spent. Therefore, a manager must spend time wisely. Effective time managers can balance all aspects of their lives effectively. Time management is the art of doing things based on priority. An analysis of time is the basic step in time management and time logs play a vital role in this.Time logs are maintained to record how time is spent. Over a period, the time logs help in identifying the time-wasters. Timewasters are those activities which are not important or do not require immediate attention. They can be internal and external to a manager. Internal time-wasters arise due to personal disorientation,procrastination, or the inefficiency of the individual. External time-wasters are meetings, interruptions, the Internet, poor communication, and socializing.Another category of time-wasters are time abusers. They waste time with their inadequacies like perfectionism and preemptiveness.
After the time-wasters have been analyzed, it is time to start planning. Planning involves identifying objectives, which can be for either the longterm or the short-term. A plan involves identifying the time and resources required to achieve the objectives. A long-term plan has the overall objectives and goals of the manager.A short-term plan has the activities to be performed to achieve the objectives of the manager. The one resource a manager will never have enough of is time. To succeed as a manager, it is vitally important that you develop, and continually improve your skill, in time management. In addition to the ability to prioritize and to delegate, which reduce the number of things you have to do, you have to be able to maximize what you do get done in the time you have.

Stress Management Stress is the body's reaction to the external demands placed upon it by the environment. Stress can be either good or bad. Good stress creates the necessary excitement to perform an activity. This type of stress is temporary and has no long-term effects on the body. Bad stress creates an alarming reaction in the body. It affects the body's immune system and has detrimental affects on the body over a period. There are many sources of stress for an individual. It can be family, friends, workplace, superiors, and colleagues. A healthy person is better at handling stressful situations than an unhealthy person. A working person should learn to balance work and personal life to lead a happy life. This work- life balance can be achieved by giving importance to both work and personal life. Organizations should help their employees achieve work-life balance, as this has an effect on the productivity of the organizations. Spirituality at the workplace has become a necessity in today's world. The practice of spirituality at the workplace enables an individual to deal with stressful situations. It provides an individual with the strength to face unforeseen situations without panic. Spirituality helps a manager to deal with stress internally instead of looking for external solutions. Interpersonal Skills Interpersonal skills are the capacity to understand and manage the feelings, actions, and motivations of one's own and also of others in social settings. In other words, it is the ability to interact effectively with others. Interpersonal skills are an essential quality to succeed in modern organizations. This skill is critical for managers in the various interactions that they have to have with superiors, peers, and subordinates. They should be aware of their own strengths and weaknesses. This skill can be used to motivate subordinates and control various organizational situations. Communication skill is an important component of interpersonal skill. The characteristics of the individual and also the situational factors play an important role in interpersonal behavior.

Multi-cultural Communication Skills Each organization functions according to the culture of the society in which it functions. Culture is the sum total of values, beliefs, behaviors, customs, and attitudes that differentiate one society from another. The elements of culture include values and attitudes, religion, communication, language, and society. All these elements interact with each other and cause an impact on the environment in which a business organization functions. Managers who work in a multinational business environment need to equip themselves with all the necessary skills required for functioning efficiently. They have to develop their multicultural skills by understanding the culture of a particular country and respecting its customs and traditions. There are various elements of culture, like customs and traditions, mannerisms, values and attitude, religion, etc., that are of importance to international business. All these elements have to be thoroughly understood before entering new markets. Communication is an important part of any business. Especially in international business, any mistake in communication will prove costly for a firm. Firms have to be careful when negotiating business deals and using non-verbal communication. The various forms of non-verbal communication are kinesics, proxemics, appearance, posture, eye contact, paralanguage, and symbolism. Any person who has to work in a multicultural business environment should attain cultural fluency, which is the ability to perform like a person of the native culture. Emotional Intelligence in Management Goleman defined emotional intelligence as the 'capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.' Emotional intelligence has four major components: Awareness of the self, Management of the self, Social Awareness, Management of Relationships. Emotional intelligence is very important for a person to succeed in modern organizations.

A person who is higher in the organizational hierarchy requires greater emotional intelligence than a person in the lower levels of organizational hierarchy.The nature of emotional intelligence required by persons also depends on the kind of profession they are in. At the workplace, a person who has emotional intelligence would have the abilities - to recognize emotions, to use them to assist the thought process, to be aware of emotions, and to control emotions. At the workplace, emotions play a crucial role. There are both positive and negative emotions at play in the workplace. Negative emotions create hurdles in the attainment of the goals of the organization, and the managers have to analyze the factors that cause such emotions in order to do away with them. Positive emotions at the workplace are conducive to the better functioning of the organization as it can lead to better productivity. Such emotions are to be identified and steps taken to retain them. Emotional intelligence is imperative for the success of a person in an organization. Emotional intelligence can be learned at any age, and many organizations provide emotional intelligence training for their employees. Organizational training for providing emotional intelligence mainly involves four stages; preparation, training, application, and evaluation. Leadership and Change Management Leadership is the function of influencing the behavior of others. In an organization, a leader has to influence all the members to carry out the various activities. Leadership skill can be developed through continuous practice. Leaders should have a vision about the organization which would enable them to see where they want the organization to be in future. Their vision should also help the organization to achieve a better position than the present one. Another important skill required by leaders is the ability to persuade. Persuasion is aimed at making a person or a group accept as their own, a product, person, idea, thing, or opinion that the person would otherwise not accept. This skill is of everyday use to leaders. In persuasion, enough attention should be given on how the message is presented. The leaders should be able to motivate the employees to achieve the vision

which they have for the organization. Leaders can motivate by developing an environment in the organization in which the jobs provide inspiration and satisfaction. This would influence employees to contribute in all possible ways to increase the productivity of the organization. Motivating employees requires the leader to have an understanding of the nature of employees, their goals, expectations, etc. Leaders also have to develop various tactics to achieve organizational objectives. They have to develop relations outside their chain of command which may become useful for them in certain occasions. Managing change is another challenge that a leader faces. The leader needs to control the forces for change existing in the organization to ensure successful change. Suitable management processes and a supportive corporate environment are essential for change to take place in organizations and the leader has to ensure that they are available. For the success of any organization, a proper direction is essential. Direction means setting clear goals and guidelines for the subordinates to follow. Flexibility/Adaptability A good manager is able to adapt new situations and challenges.Today things changed rapidly so manager have the quality to resist this change make prepared for them it is done by flexibility or adaptibility. We face changes every day. Laws and regulations change. Competitors release new products. Disasters happen. Good managers have the flexibility to deal with constant change. Good managers expect change and plan for it. As a result, they are better prepared for unexpected changes. Their flexibility lets them react more quickly and minimize the disruption change can bring. Problem solving skills A succesful manager is able to creatively solve problems that will inevitably arise in an organisation. Conflicts occur in organizations very often and the leaders should have the necessary qualities to handle the situation. Conflict management requires leaders to have four necessary skills -- the ability to communicate

assertively, listen actively, solve problems, and negotiate effectively. They have the ability to design a workable as well as practical solution to the problem in the light of realities they face and getting to the root of the problems and recommending solutions. Ability to Accept and Learn From Criticism A manager will be able to handle criticism and learn from it becoz every criticism have something new to grasp so manager is always open to learning and growing as a person and as a professional. Administrative skills A manager have the Ability of getting the things done through others by implementing the plans and able to communicate, cooperate and coordinate with others to get the things done. Positive attitude A manager should optimistic should be see the brighter side of a things to be done it will create good energy and motivation to their followers and make organisation cheerful and effective. Acting as team player
In an organisation an indivisual person cannot do anything and it is impossible to attain organisation goal indivisually so manager have the ability to work in team or groups this will lead to better and effective work for the organisation.manager should be cooperative and able to take leadership role when appropriate.

Conceptual Skill This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available option. A mark of a good leader is to be able to provide consistent motivation to his team encouraging them to attain excellence and quality in their performance. A good leader is always looking for ways to improve production and standards.These skills are

mainly r equired by top level management. Here are some management skills you can develop as a leader in working to create a quality effective team. 1.Observation/diagnostic skills This is an important aspect that often gets neglected due the demands on a leader's time and schedule. Observation and regular visits to the work environment are a priority and should be scheduled into the calendar. Observing employees at work, the procedures, interaction and work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place. 2. Monitor Employee Performance Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or viewed a necessary paperwork to be done and filed away. Individual and group conferencing should be undertaken not only to monitor performance, but with the expectation of on going professional development and support. There should be frequent encouragement and clear criteria for on going goals both for the group and individual. 3. Implementation of Professional Development Programs A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team. 4. Demonstrates Working Knowledge and Expertise Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not possess all the expertise and knowledge personally, then regular consultations with experts involved in the departments should be held. This is important in order to maintain an accurate and informed overall

picture. 5. Good Decision Making Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. Clear firm decisions, combined with the willingness and flexibility to adapt and adjust decisions when necessary, create confidence in the leadership. 6. Ability to Conduct and Evaluate Research On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in product and performance, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future. Excellent leadership is always pro active rather than reactive. By developing these six managerial skills builds a solid foundation for success. 7.Motivation skills Motivation is also a kind of basic skills in management, because without motivation, employees cannot work effectively. If motivation does not take place in an organization, then employees may not contribute to the other functions. To motivate is to stimulate to action by providing an incentive or a motive. Real motivation, however, is more than just action; it is based on an attitude. The drive to succeed, learn, grow, and attain a goal is motivation. Personal investment in a product, activity, or outcome will motivate individuals also. As a project manager, you need to keep your team motivated, focused on completing the project, and achieving the team goal. From wise words to cash rewards, motivation comes in many forms. You can use several techniques with your team, but the best two come from you: be creative and be sincere. (which are usually set by top-level management).

 Technical skills The ability is to use principles,tools,techniques,procedures etc. and apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and on the job training programs can be used to develop this type of skill.Technical skills are the hard skills (task oriented) and can be learned from colleges,organisation etc.Top managers require least technical skills and Supervisory managers require a high degree of technical skills.some of the technical skills are as follows 1.Office Software (Word/Excel/Access/Powerpoint ) Modern offices are becoming increasingly reliant on software, digital, and internetbased services to run their businesses. The more technological mastery you have, the Better but even if you arent a computer whiz, you can still make yourself viable for a wide variety of jobs by mastering the basics of office software. Theres no limit to the number of jobs today where knowing how to use a wordproc essor, organize a digital spreadsheet, and/or deliver a computerbased pre sentation is a valuable, if not essential skill, so having a strong comfort leve l with Microsoft and other popular software should be considered a must have in your skillset. Furthermore, becoming certified in Microsoft Off ice can provide a major boost to your career potential: 2. A Second Language America is becoming an increasingly multilingual society, where being abl e to communicate effectively with one another often involves crossing ling uistic and cultural boundaries. Moreover, being bilingual or multilingual a lso raises your stock as a job candidate in any company or work environm ent. The most obvious example is if your looking to do work that involve s business trips abroad or working for extended periods of time in a foreig n country. Yet even if your job isnt so exotic, knowing a second language can still be a very valuable asset. Consider these examples:

Nurses who speak a second language can effectively communicate and provide c are to nonEnglish speaking patients. 3. Web Design From colleges to contractors, medical centers to law firms, todays compa nies have a vested interest in creating a captivating online presence to attra ct curious internet surfers. With search engines like Google and Bing no w the most powerful organizers of information in our world, jobseekers a nd prospective clientele are increasingly using the internet to find what the yre looking for. The web designer becomes a key player in this Informa tion Age by helping his or her company stand out in cyberspace and disti nguish itself from competitors. 4. Project Management As a project manager, you provide organizations with the knowledge,skills, tools and techniques to plan and execute projects on time and on budget. With their combination of leadership, business savvy and organizational,s kills, project tmanager are in high demand across a broad spectrum of industries, and h ave opportunities for both lateral and vertical mobility over the course of t heir careers. For example: a project manager working in Urban Develop ment can apply their coreskills to very different fields, such as Education a nd Training or even Aerospace and Defense. 5. Business Communication/Writing Having a solid foundation in grammar and punctuation is essential to our professional and personal lives, no matter what we do. However, if you w ant to make yourself a marketable job candidate, you need to take it a step further by familiarizing yourself with various writing styles and formats co mmonly used in the workplace. Effective written communication boils do wn to two main elements: One, knowing who your audience is, and two, k nowing the crucial information your audience needs to understand.

Even if you do not have much experience or confidence in your writing, y ou can still master the dos and donts of professional prose: how to prope rly address different parties in a memo, what kind of language/vocabulary is appropriate to use in an official letter, and so on. For the more advanc d writer, being able to write a standardform grant, abstract, or prospectus can provide your resume a lot of mileage as you look to make use of your Skills in a new job or career field.

Need and objective

In today's demanding and dynamic workplace, employees who are invaluable to an organization must be willing to constantly upgrade their skills and take on extra work outside their own specific job areas. There is no doubt that skills will continue to be an important way of describing what a manager does. An effective managers are high speed, low drag multi-tasking geniuses that combine todays technology and demand for higher output with yesterdays requirement for perfection in workmanship. Because of the technologies such as Microsoft Office and other software, todays managers are a new breed of administrators, production managers, project managers, analysts, quality control watchdogs, business managers and part time therapist who deals with the personal and professional issues of their employees. A successful manager doesnt demand their employees perform at a higher output or input level. Instead, they seek and employ the personnel that work at these levels without prodding, demanding or coercion. To be an effective manager in todays business world, its imperative you possess much more skills than ever before. Not every manager has all the skills that would make them highly effective managers. As technology moves forward and the demand for grouped software and faster hardware increases, the skills that will be needed by managers will change rapidly. In every business there are different department with different types of managers. With the different managers come different protocols and demands. In order to perform various management functions effectively,manager must possess certain skills.Skills refer to expertness,practical ability,or facility in an action or doing something.From the very beginning of development of management thought, writers have emphasised various skills for manager.These skill have been suggested in the context of all manager without reference to

their level in the organisation or in the context of manager at different levels. Without these skills managers are like home without family means worthless there is no use of that manager.These skills helps manager to perform their duties,reponsibility to be more effective and efficient.

21ST CENTURY MANAGERIAL SKILLS

Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998) First and foremost, effective managers are of course, required to have the basic management skills in order to be able to manage an organisation. Any managers has to possess certain technical skills which allow them to perform specialised task, particularly those first-line managers as they spend more time helping employees to solve work-related problems and they are mostly involved in supervising individual performance and instructing subordinates, for instance, ensuring that the products and services are being delivered to customers on a daily basis. (Robbins and Coulter, 2005) In other words, managers are required to possess "the ability to utilise tools, techniques, and procedures that are specific to a particular field." (Lewis, Goodman, and Fandt, 2004:12) In fact, managers are the first to look up for whenever employees encounter problems. (Griffin & Ebert, 2004) Geoff Castledine, for instance, who holds the post of manufacturing plant manager at the Uncle Ben's...

Developing managerial Skills

Developing human skills To acquire the Human Skill, the executive must develop his own personal point of view toward human activity so that he will (a) recognise the feelings and sentiments which he brings to a situation, (b) have an attitude about his own experience which will enable him to re-evaluate and learn from them, (c) develop ability in understanding what others by their actions and words are trying to communicate to him and (d) develop ability in successfully communicating his ideas and attitudes to others. The process of acquiring this ability can be effectively aided by a skilled instructor through use of case problems coupled with impromptu role playing. It is important that the trainee self-examines his own concepts and values, which may enable him to develop more useful attitudes about himself and about others. Developing conceptual skills Training can enhance previously developed conceptual abilities. In developing the conceptual skill, some of the best results have been achieved through "coaching" of subordinates by superiors. One way a superior can help "coach" his subordinate is by assigning a particular responsibility, and then responding with searching questions or opinions, rather than giving answers. Another excellent way to develop this skill is through trading jobs: by moving promising young men and women through different functions of the business but at the same level of responsibility. Special assignments, particularly the kind which involve inter-departmental problems, can also help develop this skill. Developing technical skills

Technical skills are usually obtained through training programs that an organization may offer its managers or employees or may be obtained by way of a college degree. Indeed, many business schools throughout the country see their role as providing graduates with the technical skills necessary for them to be a effective manager.

CASE STUDY
1.case study on bill gates
Bill Gates is a modern business phenomenon: the greatest of the cybertycoons. His is not simply a story of technical brilliance and enormous wealth; it is one of remarkable business vision and an obsessive desire to win. It is also about a leadership style that is radically different to anything the business world has seen before."
- Des DearLove1 in his book, Business The Bill Gates Way. Introduction Bill Gates Background

William (Bill) H. Gates is co-founder, chairman and chief executive officer of Microsoft Corporation, the world's leading provider of software for personal computers. Bill Gates was born on October 28, 1955. He and his two sisters grew up in Seattle. Their father, William H. Gates II, is a Seattle attorney. Mary Gates, their late mother, was a schoolteacher, University of Washington regent and chairwoman of United Way International. Gates attended public elementary school before moving on to the private

Lakeside School in North Seattle. It was at Lakeside that Gates began his career in personal computer software, programming computers at age 13. In 1973, Gates entered Harvard University as a freshman, where he lived down the hall from Steve Ballmer, who is now Microsoft's president. While at Harvard, Gates developed a version of the programming language BASIC for the first microcomputer - the MITS Altair. BASIC was first developed by John Kemeny and Thomas Kurtz at Dartmouth College in the mid-1960s. In his junior year, Gates dropped out of Harvard to devote his energies full-time to Microsoft, a company he had started in 1975 with his boyhood friend Paul Allen. Guided by a belief that the personal computer would be a valuable tool on every office desktop and in every home, they began developing software for personal computers. Gates' foresight and vision regarding personal computing have been central to the success of Microsoft and the software industry. Gates is actively involved in key management and strategic decisions at Microsoft, and plays an important role in the technical development of new products. Much of his time is devoted to meeting with customers and staying in contact with Microsoft employees around the world through email. In 1993, William Henry Gates III, popularly known as Bill Gates (Gates), was conferred the 'Price Waterhouse Leadership Award for Lifetime Achievement' by the Computerworld Smithsonian Honors Program (CSHP).2 This award was presented to Gates for his remarkable contribution to the Information Technology (IT) revolution, for the distinctiveness of its conception, for the wide reach of its vision, and the benefits it brought to the society. In 1996, Gates was named the 'Technology Leader of the Year'3 by the editors of Industry Week for his corporate guidance and for his unique ability to make his company Microsoft Corporation (Microsoft)4 - adapt quickly to changes in the industry.

With a market capitalization of US$ 260 billion on May 23, 2003, Microsoft had emerged as the global computer software leader and the world's most valuable company. Gates, the erstwhile CEO5 of Microsoft, was also the world's wealthiest individual. Microsoft dominated the global PC software market.

Bill gates style as Fiedler Model

"In Fiedler's model, leadership effectiveness is the result of interaction

between the style of the leader and the characteristics of the environment in which the leader works"

"According to Fiedler, the effectiveness of a leader is determined by the degree of match between a dominant trait of the leader and the favorableness of the situation for the leader.... The dominant trait is a personality factor causing the leader to either relationship-oriented or task-orientated"

Facts about Bill Gates 1.Queen Elizabeth gave him the title of 'Knight Commander of the Order of the British Empire'. 2.IBM contracted him for the development of their first Personal Computer. 3.He is the Co-Founder and the Chairperson of Microsoft. 4.He is the world's third richest person (As per the survey done in 2008) 5.He is an American Business Magnate. 6.Yes, it is Mr. Bill Gates, a living example of success. 7.Microsoft Windows is the world's most successful operating system. And the man behind its success is Bill Gates . LEADERSHIP STYLE OF BILL GATES

INTELLIGENT He believes that if you are intelligent and know how to apply your intelligence, you can achieve anything. From childhood Bill was ambitious, intelligent and competitive. These qualities helped him to attain top position in the profession he chose. VISIONARY Microsoft's vision is "A computer on every desk and Microsoft software on every computer he will continue to stomp out the competition until he dies. Every business and household must have a computer and must run Microsoft software, was the basic guiding vision of Bill Gates. PASSION When as a student at the Harvard University, every single student would have wanted to be part of the great institute and graduate to be successful, Bill Gates decided to stop studying and pursue his dream of writing softwares for every computer in the world He was just passionate about software, coding and technology that incidentally also made him the richest man in the world INNOVATION Gates and Allen were assisted by a staff of six, which included four programmers. In late 1977, Gates released a version of FORTRAN language for microcomputers. In 1978, Gates and Allen introduced a version of COBOL. Around this time, Microsoft emerged as the market leader in microcomputer languages with sales exceeding $1 million. In 1979, Microsoft developed a new version of BASIC... He had an early interest in software and began programming computers at the age of thirteen. .

RISK BEARER In his junior year, Gates dropped out of Harvard to devote his energies full-time to Microsoft, a company he had started in 1975 with his boyhood friend Paul Allen development of new products.

CONTINOUS LEARNER Microsoft is not about greed. Its about Innovation and Fairness. Bill Gates Never stop learning was the Mantra of Bill Gates which he follow till date. This empowers him to be a Great Leader of our times. He will always be remembers as an Icon and even without his presence in Microsoft he would still be regarded as a great inventor and a real genius in every regard of Business, Technology and Entrepreneurship. ACCEPTING THE CRITICISMS Its fine to celebrate success but it is more important to heed the lessons of failure. There will be people who would want to make fun of your efforts, pull you down and so on. The stronger you stand the bolder you get the faster these negatives wither. When IBM pulled out of the contract for the operating system to be bundled with the IBM Clone PCs, Bill Gates stayed on and started focusing on the creating Windows amidst lots of hiccups that will hamper the company.

Conclusion
A business, which wants to survive long term and also generate good revenue, has to achieve market credibility by making brand loyalty as its main goal which can only be achieved by following managerial skills. Developing managerial skills is necessary for all managers then make efforts to follow these skills for an organization to achieved their goal. The track record to follow such managerial skills (especially soft skills) is vital for developing long term relationships with employees, investors,clients, stockholders. Knowledge and technical skills also play effective role for manager in making use of tools and technologies of an organization. So a manager having combo of all these managerial skills then only he get success in their life.

References
Principles and practice of management by L.M.PRASAD. Essential of management by harold koontz and Heinz weilrich. www.slideshare.com www.scribd.com www.google.com www.ask.com