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The Skills of a Manager (Educational Administration)
Transcript of The Skills of a Manager (Educational Administration)
- skills needed to accomplish a specific task
- are interpersonal skills; used to work with his/her staff
- tasked to utilize people and resources to achieve organizational goals.
short-term, medium-term, long-term, and sustaining goals relating to the organization’s overall internal and external relationships and planned progress.
- manages all of the factors necessary to seeing the organizational goal become a reality
LAYERS of MANAGEMENT
the roles and responsibilities of a particular manager has correlation to their position in the organization.
are what the manager uses to assist the organization in accomplishing its goals
- the ability to use the knowledge and methods and techniques of a specific discipline or field
- the how-to skill set
- combination of formal education, training and on-the-job experience
Department Heads and Team Leaders (First Level Administrators) are examples of people with technical skills.
They are recognized as experts in their discipline and are presumed to have the ability to supervise others.
To successfully run an academic department, the chairperson must know
how to teach the subject
how to organize the group
how to acquire resources
how to evaluate performance and etc...
uses technical skills in the work being done
the supervisor has usually developed some expertise in a discipline or field of study
- are critical for all managers because they work with people
- ability to work with, understand and motivate people (both individually and in a group)
- help the manager to communicate, lead, and motivate an employee
must use these skills to deal effectively with school boards, with groups outside the school district, and with subordinate administrators
need human skills to manage individuals from wide variety of departments/subject matter areas, other technical experts, and to interact productively with upper level administrators
must use human skills to challenge, to motivate, and to coordinate the work of teachers who are responsible for the education of the students.
- the level of analytical ability to envision both the parts and its sum
- ability to anticipate changes or estimate the value of strategies
- used to develop action plans and harness resources to achieve organizational skills
A manager with good conceptual skills can look at a problem
break it down to manageable pieces
consider a variety of possible solutions
all before putting it back together in a more effective and efficient manner
needed by all school leaders, but they are especially important for those at the top of the organization
-deals with grasping the big picture and making connections between abstract ideas
draw on conceptual skills to think in terms of relative tendencies, probabilities, patterns and associations
Top managers rely most on conceptual skills but they use significant human skills as well. They also need technical skills to set a strategy that makes sense for the organization.
Middle Managers need human skills most bec. they need to communicate up, down & across the org. in order to do their work well. They also need conceptual skills to set the goals that achieve strategic objectives. They are also expected to have more technical skills and less conceptual skills than the managers above them bec. they are closer to the ground
Direct Supervisors do not spend as much time doing work that requires conceptual skills - the day to day operations of the org. are more task-minded than strategically oriented. They are closest to the ground so they need more technical skills as the most hands-on and visible managers. In order to effectively manage front-line employees they do need some human relations skill.