1.0
Introduction
1.1
Management skills
Businesses
are currently facing immense competition while grappling with a workforce that
is not only becoming increasingly diverse but also dispersed geographically.
Despite this situation, most of these businesses are expected to continue being
productive. Therefore, the mastery of management skills is very important as it
leads to motivated teams and productive outcomes. [1]A
manager is a person whose primary role is to manage a team of people and their
activities (Daft and Lane, 2010). Other than adhering to the principles of
management, a good manager is expected to possess and exhibit basic management
skills in his/her personality. In order for managers to be successful they need
to inspire their team members so as to enhance their performance and increase
their productivity. [2]The
ability to do this however, depends largely on the possession and astute use of
communication, interpersonal and motivational skills (Lussier, 2009).
Management
is an organizational activity, and consists of the organizing work and
resources in order to attain a positive outcome. Taylor, 2006 defines it as the
art of knowing what is needed in terms of results and ensuring that it is done
in the best way possible. [3]However,
Druckrer 2008 as cited by Daft and Lane, 2010 defines it as work which requires
its own skills, tools and techniques. Effective management involves managing
projects in an effective and efficient way with the full cooperation of the
team members. In order to become an effective project manager is a process that
is continuous. [4]This
is because it requires continuous development of ones skills either through formal
training, working with a mentor or through obtaining professional certification
(Lussier, 2009).
Unlike
leadership skills which are innate hence more behavioral in nature, management
skills must be learned and mastered accurately. [5]Furthermore,
the management skills required for a particular project often change depending
on the aim of the project (Schermerhorn, 2010). However, without focusing any
attention into the skills required for a manager, a success manager ought to be
aware of the culture of the company he is working for, the company policies,
politics of the people he/she interacts with and their personalities. [6]Furthermore,
there is a need for him/her to learn the agenda and politics of the
shareholders in order to avoid making mistakes that might jeopardize the
project (Schermerhorn, 2011).
Management
skills are divided into soft skills which are often people oriented skills and
technical skills such as planning and risk management skills. Management
experts differ in their opinions with some stressing that technical expertise
is of paramount importance while others believe that soft skills are the only
skills that are of the only determinants of success in any project. [7]Despite
the conflicting opinions, other management experts concur that managers ought
to make sure that there is a balance between these two skills since they are
both essential for the successful completion and outcome of a project (Heldman
and Mangano, 2009; Gillard, 2009).
2.0
Soft skills
The
term ‘soft’ means that these skills are of secondary importance when compared
to other difficult skills like financial and project management. [8]However,
these skills are demanding in terms of the time and energy needed to
effectively discharge them while also intricate since one has to have a good
mastery of them (Gillard, 2009). Moreover, they are under constant change as
they affect the individuals within an organization and one project is often
different from another and each requires to be handled differently. These soft
skills include: communication, conflict resolution, negotiation, interpersonal
skills, management of performance and appraisal skills. Before, the most
important competencies for project management were technical skills. However,
more emphasis is being placed on soft skills like communication and negotiation
skills.
2.1
Communication skills
Communication
is defined as the techniques and language utilized by individuals or groups of
people to achieve understanding. [9]In
project management, it is referred to as the essential tool which helps team
members to interact effectively and therefore function as a team (Mooz,
Forsberg and Cotterman, 2003). Although this is a skill that is essential for
any activity, it is a vital element in the skills set of a project manager as it
determines whether a project will succeed or fail. [10]The
ability to communicate effectively and clearly is therefore a success factor
for managers (Hamilton, 2009).
[11]Additionally,
Taylor, 2006 asserts that project managers spend almost 90% of their time
communicating with the members of a team, other managers and customers. As such
their communication ought to be clear, explicit and complete to the team
members. This is because any misconception has the ability to disrupt and
affect the outcome of a project. However, through effective communication, a
manager is able to articulate the vision of the project or company and the
strategies to be used clearly. This motivates the team members since effective
communication establishes a person as being a leader who is confident and
strong and as a manager that is capable. It is an important component
especially during the decision making process. [12]Hence
managers need to have the skill of communicating both downwards with the team
managers in order to motivate them and communicating upwards in order to
influence managers (Campbell, 2009).
Although
communication skills are of great importance, some situations nonetheless
require communication skills that are better developed. [13]For
a manger communication forms the bulk of his activities and time since he has
to make oral reports and listen to problems (Heldman and Mangano, 2009). [14]According
to George Bernard Shaw as cited by Mooz, Forsberg and Cotterman, 2003 the
greatest problem in communication is the false impression that the process of
communication has been accomplished. Many failures in projects have been
attributed to lack of effective communication. This is because projects often
bring together people who are strangers which often increases the chances of
miscommunication. The impact of face-to-face conversations is often ignored and
taken for granted. [15]The
use of informal conversations is more powerful and satisfying than the use of
formal communication processes (Campbell, 2009; Hamilton, 2008).
When
properly supported informal communication processes can bring about positive
results. The use of deep dialogue between individuals goes beyond an informal
conversation. The openness and sharing that characterizing this type of
communication elevates dialogue towards collaboration and creates an
environment whereby conflicts can be resolved. This is because it extends to
the exchange of feelings and attitudes that are constructive hence aiding in
reaching a mutual understanding. [16]This
technique ultimately helps to improve team work even when challenges are
encountered (Mooz, Forsberg and Cotterman, 2003).
Moreover,
team members need to know what is expected from them and the results to be
achieved. [17]Hence
a manger ought to be open with the team by communicating to them his/her plans
and allowing them to provide their own input on the plan tabled (Hamilton,
2009). Additionally, communicating to them about the time frame is important so
that the project does not run behind schedule. Through communicating needs and
concerns productivity is highly increased. [18]Therefore,
project managers must have the ability to listen to the needs of their team
members, address them accordingly and also promote the continuous communication
between them (Campbell, 2009).
Communication
is a two-way activity. Therefore, for it to remain relevant and effective,
managers like the team members need to have active listening skills which helps
them to understand the team members, accept their input and hence earn their
regard. [19]Through
listening, a manger can determine whether what he/she communicated has been
understood as it was intended (Hamilton, 2008). Moreover, it enables the
manager to know the views of the other team members about the project. [20]Finally,
through active listening, a manager is in a position to build and maintain
collaborative relationships with the team members based on trust and respect
together with a strong commitment towards the articulated vision (Campbell,
2009).
2.2
Negotiation Skills
This
has been identified as a subcategory of communication skills. The ability to
negotiate is required at every stage of project management. This is because the
project manager will need to negotiate through various aspects such as the
structure of the team needed to deliver a successful project, the need for
resources and equipment, the extent of the project, and the projects milestones
to be met. [21]Hence
if their negotiation skills are not strong, the success of the project is
jeopardized (Taylor, 2006).
In
addition to this, behavioral skills are also important since they have a direct
connection to the above skills. These skills involve the relationships between
individuals in a team and how they relate with others. This means that the
communication skills involve how information is presented and expressed through
language are portrayed through the relationship shared by individuals.[22]
If these behavioral skills which enable managers to be active listeners are
lacking, the communication process becomes ineffective (Griffin and Moorhead,
2009).
Initially,
project managers were selected primarily because of their technical expertise
and general aggressive nature. However, this has changed since the focus has
now shifted to the possession of interpersonal skills. Interpersonal skills
unlike the behavioral skills enable the manager to teach or guide subordinate
team members so that they can deliver positive results from the project. [23]Therefore,
there is need for them to focus on their interpersonal skills so that people
can accomplish their work (Schermerhorn, 2010; Taylor, 2006).
Management is a skill
that often can be learned. The other essential management soft skills that any
manager must posses include:
2.3
Planning Skills
In
order for organizations to be effective, planning is also important. [24]Before
a manager can start organizing meetings, time schedules and preparing reports,
and teams for the project planning has to be done first and in an effective
manner (Daft and Lane, 2010).
2.5
Organizational Skills
A
manager must possess organizational skills. This includes being able to
organize teams, projects and tasks in order for the team to accomplish its work
in a manner that is effective and efficient. However, a manager must understand
that things cannot be organized once. Regular adjustments are required to cater
for the changes in resources, and goals that might be experienced. Therefore,
the organization of work involves:
·
Obtaining the required
and necessary resources and allocating them to the roles they are to carry out.
·
Allocating resources to
the roles and delegating responsibilities and giving directions for using the
resources
·
Determining the roles
needed
·
Assigning tasks to the
roles
·
Determining the most
effective resources (workforce) for the roles assigned
·
Preparing schedules that
will work for both the team and the project
2.6 Risk Management Skills
This
involves analyzing risks and developing an approach for managing risks such as
a contingency plan. Additionally, a project manager must have the ability to
look for risks that might set back the project. [25]According
to Baca, 2007; DiVincenzo 2006; Dunn, 2001; Zielinski, 2005 as cited by
Gillard, 2009, risk management skill required for a manager include the ability
to accepting, removing, avoiding or mitigating any form of risk during the
various processes of planning, scheduling, budgeting and delegation. Risk
management also incorporates the manner in which a manager conducts
him/herself. If his/her conduct is not satisfactory, team members might become
disgruntled leading to risk of failure of the project.
2.7
Conflict Management Skills
All
projects encounter problems which have to be solved in order for the project to
be completed successfully. Therefore, a project manager should have the ability
to identify the cause of a problem, analyze it properly and identify the most
appropriate action to take to correct it (Withers and Wisinski, 2007).
2.8
Leadership Skills
Although
most project managers are not good leaders they still need to occasionally demonstrate
the attributes of leadership. Leadership skills enable managers to efficiently
organize the resources of an organization in order to achieve the goals of the
company. Through leadership skills a manager is in a position to lead the team
members towards the achievement of common organizational and project goals. [26]This
skill is important as it helps to impart the vision of the project, gain
consensus on strategic goals, motivate and inspire team members, and establish
direction (Schermerhorn, 2011; Taylor, 2006).
2.9
Team Building Skills
This
is a basic management skill that consists of dealing with the most important
asset of an organization – the people/employees. Through team building skills a
manager is able to encourage team members to be open, to take initiative by
providing with new ideas and suggestions and allowing them to make mistakes and
learning from them. For this team to feel motivated, the manager has to provide
for the expectations of the team members, and be able to recognize their
strengths and weaknesses. [27]This
helps to foster and maintain a team spirit among the team members (Campbell,
2009).
3.0
Technical Skills
Technical
skills play an important role in the development of projects. [28]Schermerhorn,
2010 define it as the ability to utilize expertise to carry out a task with
adeptness and efficiency. Although the project managers are not involved in the
actual physical work of the project they need not be experts in the technical
area of the project. However, they should have skills and understanding in the
area of covering projects. This helps them to comprehend all the different stages
of the project from its planning to the time it commences up to its completion
phase. A project manager who has an expertise in the technical area of the
project is therefore less likely to encounter risks.
However,
most managers who have technical skills often forget that their projects are
run by people who need to be consulted and informed of new changes being
effected before they can be ready to adopt it. [29]Most
people are afraid of change since it threatens their familiar routine of
working while also introducing an element of insecurity (Scholtes, Joiner and
Streibel, 2003). Therefore, although the introduction of a new technique or
change in carrying out work might seem beneficial to a manager, others might
view it as a source of potential problems. As such, even though the benefits
attached to a change might outweigh its costs at an organizational level, the
team members are more likely to resist it if it does not bring any personal
benefits to them. [30]A
manager therefore needs to develop listening skills and adhere to the requests
presented by the team members (Schermehorn, 2010).
4.0
Criticism and Feedback
The
communication process basically consists of exchange and feedback. It is
believed that the most powerful techniques of communication are those that
consist of feedback. An important part of the manager’s job is therefore aimed
at improving the performance of the employee through constructive criticism. [31]According
to Stellman and Greene, 2006, there are principally two ways through which a
manager comes across criticism from team members. The first way is when team
members do not agree with the manner in which the manager expects work to be
carried out. Secondly, criticism might be encountered in situations where the
manager does not agree with the way in which team members are performing their
tasks. [32]Moreover,
problems within organizations are often solved using different methods that
might not be readily approved by every individual (Withers and Wisinski, 2007).
A
manager like team members must be ready to openly and positively accept
criticism from each other. In most cases, it is much easier for team members to
remain subordinate and accept criticism. However, when a manager accepts
criticism and acts on the feedback from team members it is an indication that
the manager is making decisions with the best interest of the project and the
organization in mind. [33]Additionally,
it helps to motivate team members to be productive since they become aware that
their input is valued (Stellman and Greene, 2006). Therefore, a good manager is
one who accepts ideas and correction if it is aimed at developing the
organization and moving the project towards a successful completion
Although
dealing with criticism often brings about lack of motivation it is nonetheless
encouraging since it points out weaknesses which need to be addressed if
success is to be attained. [34]Therefore,
criticism like failure provides a positive experience if it is analyzed and
appropriate measures taken to correct it (Daft and Lane, 2010). Additionally,
it provides the manager with the opportunity to learn. Since a mistake is an
indication that there is a gap in ones knowledge, learning takes place when it
is identified and corrected. Hence the manager improves his/her management
skills. [35]Other
than ensuring that criticism is honest and not laced with negativity it also ought
to give recommendations aimed at bringing about improvement (Griffin and
Moorhead, 2009).
Most
criticism moves downwards since most of it is meant for the subordinate staff.
Therefore, when criticism moves upwards, it is often met with denial and
usually dismissed. This is because management personnel refuse to accept
personal criticism. [36]Moreover,
giving feedback to managers becomes difficult since it might erode established
managerial sanctions and the negative feedback might upset them.
[37]Nonetheless,
Lussier (2009) asserts that criticism meant for the manager should never be
done publically but in private even when specifically asked for. Additional, he
points out that managers should never be criticized behind their back since
they often find out and it henceforth becomes difficult for them to acknowledge
they have a fault which they need to overcome. When a manager is given feedback
which is critical, he ought not to be emotional or defensive as this might
cause the other party from providing feedback. [38]A
good manager though ready to receive criticism, should have the ability to know
who they are to realize their immediate and irrational reactions (Lussier, 2009)
Learning
takes place when a mistake is identified and it is corrected. Learning from the
mistakes enables managers to develop tools and methods aimed at preventing an
occurrence of failure. [39]The
manager requires to take advantage of the failure or weakness identified and
turning the negative outcome around by analyzing what is wrong and correcting
it for future success (Wither and Wisinski, 2007; Lussier, 2009).
Part
C
I
believe that communication is a vital component in management. However,
communication that is accompanied by feedback provides immense information and
portrays the feelings and attitudes of people towards a particular situation. In
order for a person to be able to change things and realize success, one needs
to receive feedback whether positive or negative and act on it accordingly. I
have come to realize that feedback is a positive tool for improving the outcome
of communication and for helping me overcome my personal weaknesses. Although I
have had difficulties with accepting critical feedback from my colleagues, I
have now realized its importance. Even though I still have reservations about
it especially with the manner in which it is communicated to me, I have set out
different ways in which it can reach me. Since I do not feel very comfortable
discussing issues personally especially when I am the center of discussion, I
have set out to receive any feedback through e-mail. Once I receive it I ensure
that I read it and deal with the issues highlighted immediately. Alternatively
I have placed a suggestion box through which such information with regard to my
failure can be communicated to me in an anonymous way.
Moreover,
I encourage my colleagues to not only provide me with feedback but also
solution on how I can overcome my weaknesses. I have learnt to understand my
personality and how it has impacted my ability to effectively communicate and
accept feedback and criticism from my colleagues. Moreover, I have developed
new techniques aimed at communicating for effect when situations are difficult.
When criticism is presented to me I first evaluate its source and the reasons
as to why it was given. I have managed to take advantage of my weaknesses to
learn and become a better manager.
I
have decided that though am ready to be criticized, I will not take every
feedback at face value but will first analyze what was said, by whom and why
before I decide to act on it. Nonetheless, when I think that certain criticism
or ideas are not worthwhile since they are either not well thought out or wrong,
I have learned how to reject them by explaining my decision clearly to my
colleagues and defending my decision for rejecting it.
In
addition, I have learnt that an organization only gains and grows when its
employees improve and feel appreciated. As a result, I have embarked on a mission
to understand exactly what motivates my team members. As such, I have now began
to talk with my team about their goals and tried to make them compatible with
those of the organization. Since most of their goals seem to go beyond
finishing a current project to developing in their careers, I have tried to
help them attain these professional development goals.
I
have also realized that the only way through which I can improve my
performance, and enjoy a successful career is by accepting critical feedback
and using it to change. Therefore I am now more accepting of criticism and also
open to change my behavior from the feedback that I have received from my
colleagues and team members since I now perceive feedback and criticism as a
gift leading me to become a better manager.
For more theory and case studies on: http://expertresearchers.blogspot.com/
References
Campbell, M. (2009). Communication
Skills for Project Managers. New York. AMACOM.
Daft, RL and Lane, P. (2010). Management.
Ohio. Cengage Learning.
Finker, SA and McHugh, ML. (2008).
Budgeting Concepts for Managers. Missouri. Saunders Elsevier.
Gillard, S. (2009). Technical Expertise
and Soft Skills for Managers. Issues in Science & Information Technology.
Vol. 6. Pp. 724-
Griffin, RW and Moorhead, G. (2009).
Organizational Behavior. Ohio. Cengage Learning.
Hamilton, C. (2008). Communication Guide
for Business & Professionals. California. Thomas Learning Inc.
Heldman, K and Mangano, V. (2009).
Project Management Guide. New Jersey. JW & Sons.
Lussier, RN. (2009). Fundamentals of
Management. Ohio. Cengage Learning.
Mooz, H, Forsberg, K and Cotterman, H.
(2003). Communicating Project Management. New Jersey. JW & Sons.
Schermerhorn, JR. (2010). Exploring
Management. New Jersey. JW & Sons.
Schermerhorn, JR. (2011). Management.
New Jersey. JW & Sons.
Scholtes, PR, Joiner, BL and Streibel,
BJ. (2003). Team Handbook. Madison. Orien Incorporated.
Stellman, A and Greene, J. (2006).
Applied Software Project Management. California. O’Relly Media Inc.
Taylor, J. (2006). Guide for Project
Managers. New York. AMACOM.
Withers, B and Wisinski, J. (2007).
Resolving Conflicts. New York. AMACOM.
[7] Heldman,
K and Mangano, V. (2009). Project Management Guide. New Jersey. JW & Sons,
Gillard, S. (2009). Technical Expertise and Soft Skills for Managers.
[15] Campbell,
M. (2009). Communication Skills for Project Managers; Hamilton, C. (2008).
Communication Guide for Business & Professionals.
[23] Schermerhorn,
JR. (2010). Exploring Management. New Jersey. JW & Sons; Taylor, J. (2006).
Guide for Project Managers. New York. AMACOM.
[26] Schermerhorn,
JR. (2010). Exploring Management. New Jersey. JW & Sons; Taylor, J. (2006).
Guide for Project Managers. New York. AMACOM.
[39] Lussier,
RN. (2009). Fundamentals of Management.
Ohio. Cengage Learning; Withers, B and Wisinski, J. (2007). Resolving
Conflicts. New York. AMACOM.
No comments:
Post a Comment