When we visit an organization and executives with his suit jacket and tie in how we got there, what they do to be there, I tell myself: "I want to be directors of the company I work for, if it is true, this could be any concerns or ideas that invite you to question the way of how you have taken your life and what you need to do to achieve your goals.
As we will see an overview of the role of the manager (a), based on the work of Burt (2003) who presents us managers to operate in all work areas and at all corporate levels, as they can go from supervisor to CEO.
The famous management theorist Henri Fayol (cited by Stornes, Freeman and Gilbert, 1996) identified 3 types of basic skills that every manager needs to have: technical skill (dexterity to use the procedures, techniques, and knowledge of a specialized field) human ability (skills for working with others, understand and motivate them, either individually or in groups) and conceptual ability (expertise to coordinate and integrate all activities and interests of an organization. This involves understanding the organization as a whole understand how its parts depend on each other, and to anticipate how a change in some parts affect the whole).
course this classification is important Fayol offered according to the administrative level, but remember that most senior managers in a while back had to go through several positions to be where they are now, that suggests that manage the three skills, however, the skill is essential for low-level managers, human skill but it is important for managers at all levels is essential for middle managers; because they have to use their ability to raise the technical skills of their subordinates what's more important than personal technical efficiency and, ultimately, the conceptual skill for managers at its highest levels, who should have a clear understanding of the overall picture of the organization.
By occupying a leading position at any level, immediately you will be responsible for carrying out its work in the company, either by setting goals and purposes, to monitor and coordinate work activities to achieve the desired results and ensure smooth operation. (Burt, 2003)
addition to skills basic, administrator, manager or director, you will need, according to Burt (2003) planning (deciding how best to achieve the goal set in their particular area of \u200b\u200bresponsibility), organized (decide the proper way use of resources (people, money, materials and information) to optimize efficiency and profitability. Direct (communicate effectively and lead others to achieve some business goals. Finally, not least, control (monitoring and evaluation the way how the business plan is being carried out, timescales and deadlines for achieving the objectives and assess progress at each stage, it also implies adjustments in the plan or make corrections to seize new opportunities.)
Prof. Hugo Landolfi, Director of
School of Excellence for Applied Philosophy of Human Being
References Burt, Vikky. 2003. How to evaluate and improve their skills. Editorial Gestión 2000, SA Barcelona, \u200b\u200bSpain. It is professional advice and Bernard Haldane Associates was professional development policy in the prestigious British Institute of Management. He has extensive experience in advising managers to enable them to identify and develop key management skills and improve their performance and manage their own careers.
Stornes, James, Freeman, Edward and Gilbert, Daniel. 1996. Administration. Editorial Person Education. Sixth edition. Mexico
As we will see an overview of the role of the manager (a), based on the work of Burt (2003) who presents us managers to operate in all work areas and at all corporate levels, as they can go from supervisor to CEO.
The famous management theorist Henri Fayol (cited by Stornes, Freeman and Gilbert, 1996) identified 3 types of basic skills that every manager needs to have: technical skill (dexterity to use the procedures, techniques, and knowledge of a specialized field) human ability (skills for working with others, understand and motivate them, either individually or in groups) and conceptual ability (expertise to coordinate and integrate all activities and interests of an organization. This involves understanding the organization as a whole understand how its parts depend on each other, and to anticipate how a change in some parts affect the whole).
course this classification is important Fayol offered according to the administrative level, but remember that most senior managers in a while back had to go through several positions to be where they are now, that suggests that manage the three skills, however, the skill is essential for low-level managers, human skill but it is important for managers at all levels is essential for middle managers; because they have to use their ability to raise the technical skills of their subordinates what's more important than personal technical efficiency and, ultimately, the conceptual skill for managers at its highest levels, who should have a clear understanding of the overall picture of the organization.
By occupying a leading position at any level, immediately you will be responsible for carrying out its work in the company, either by setting goals and purposes, to monitor and coordinate work activities to achieve the desired results and ensure smooth operation. (Burt, 2003)
addition to skills basic, administrator, manager or director, you will need, according to Burt (2003) planning (deciding how best to achieve the goal set in their particular area of \u200b\u200bresponsibility), organized (decide the proper way use of resources (people, money, materials and information) to optimize efficiency and profitability. Direct (communicate effectively and lead others to achieve some business goals. Finally, not least, control (monitoring and evaluation the way how the business plan is being carried out, timescales and deadlines for achieving the objectives and assess progress at each stage, it also implies adjustments in the plan or make corrections to seize new opportunities.)
"Being a leader means helping others to find the very north of their lives and the path to achieve it. Leadership has nothing to do with blindly lead people on the basis of vision the leader but in dis-cover the vision within each person and helping them cross the road leading to it "
Prof. Hugo Landolfi, Director of
School of Excellence for Applied Philosophy of Human Being
References Burt, Vikky. 2003. How to evaluate and improve their skills. Editorial Gestión 2000, SA Barcelona, \u200b\u200bSpain. It is professional advice and Bernard Haldane Associates was professional development policy in the prestigious British Institute of Management. He has extensive experience in advising managers to enable them to identify and develop key management skills and improve their performance and manage their own careers.
Stornes, James, Freeman, Edward and Gilbert, Daniel. 1996. Administration. Editorial Person Education. Sixth edition. Mexico
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