INDISPENSABLE SKILLS AND COMPETENCIES FOR FUTURE MANAGERS

By Dr (Mrs) Chitra Siva Subramanian, Reader, Department of Management Studies, Pondicherry University & Mrs.A.Pankajam, Associate Professor, Avinashilingam School of Management Technology, Avinashilingam Deemed University for Women, Coimbatore-43

ABSTRACT: Management education the world over is going through remarkable transition basically as a result of the tumultuous changes that are taking place in the world marketplace. The world has in effect become one single market, in the wake of the signing up of the World Trade Agreement by all the major countries, and the cataclysmic changes that ensued. Managers now face a new responsibility, critical to their job success helping subordinates develop the key skills necessary to meet performance objectives. The specific skills needed by the managers in most company settings are: Product knowledge, Operations knowledge, corporate culture awareness, Personnel evaluation and relations, Computer systems, including department-specific software and processes, and Understanding the mission, strategy, branding, and customer relations efforts and procedures. There are three essential skills (i.e) technical ability, human relations and conceptual skill, needed by all managers hoping to enjoy a long and fruitful career, regardless of industry, company, workplace conditions, or economic environment. These skills can be learned. These skills must be perfected and internalized so that they become automatic behavior triggers. They must eventually become woven into a managers professional personality to ensure success. Without mastering these skills, most managers eventually will face adversity that cannot be overcome. The five dimensions of competencies: (a) conflict resolution (b) collaborative problem solving (c) communication (d) goal setting and performance management, (e) planning and task coordination are needed for the future managers. Based on the above situation a study was conducted among 30 industrialists and 20 managers to identify the real skills and competencies needed by the future managers Key words: Skills, Competencies, Technical ability, Conceptual skill, Conflict resolution. Introduction Management education the world over is going through remarkable transition basically as a result of the tumultuous changes that are taking place in the world marketplace. The world has in effect become one single market, in the wake of the signing up of the World Trade Agreement by all the major countries, and the cataclysmic changes that ensued. Managers now face a new responsibility, critical to their job success helping subordinates develop the key skills necessary to meet performance objectives. One of the continual challenges for institutions of higher learning is in developing and redesigning programs and curriculum so that it will prepare graduates to meet the current and ongoing demands and needs of the workplace. Because the local and global business

environment is constantly and sometimes abruptly changing, this is especially true for schools and colleges of business throughout the world. One of the fastest changing areas in business is that of management. Not only do employment laws and policies continually amend or change, companies continue to change the responsibilities and focus of managers. In most organizations, managers have evolved into a more strategically involved and aligned function. Because of this, the abilities, skills, and competencies required of successful manager have also changed throughout the years. Experts have admitted that it is sometimes difficult for academics and even business professionals to keep up with the changes. Competencies needed by managers
As per Boyatzis six clusters of competencies; needed are (a) goal and action management, (b) leadership, (c) HR management, (d) directing subordinates, (e) focus on others, and (f ) specialized knowledge. Their taxonomy defined five dimensions of competencies: (a) conflict resolution (managing effectively and resolving conflict), (b) collaborative problem solving (recognizing opportunities and involving all teams), (c) communication (including establishing communication networks; verbal, and non-verbal), (d) goal setting and performance management (establishing specific, challenging and realistic goals, then monitoring feedback on performance), (e) planning and task coordination (coordinating tasks and information to establish role expectations). Personality Traits or Characteristics Traits needed by the managers included such characteristics as being caring to employees; having common sense; being courageous; possessing empathy; being energetic; having an engaging persona; being fair, helpful, and honest; remaining non-judgmental; being personable; having a positive attitude; keeping utmost integrity; and being trustful and trustworthy.

Skills
Skills needed are related to prioritizing, effectiveness, flexibility, and listening well to skills related to written, verbal, and interpersonal communications. The multi-faceted abilities needed by successful managers are

Product knowledge Operations knowledge Corporate culture awareness Personnel evaluation and relations Computer systems, including department-specific software and processes Understanding the mission, strategy, branding, and customer relations efforts and procedures

Skills needed by the Successful managers

Success comes to those who know their potential and also know to utilize their competencies and capabilities in the exact right direction. Difference is made by the exceptional managerial skills; these make an individual a successful manager. One can easily become a manager but becoming successful is very important and most important is to maintain the achievement. It has been greed that there are three essential skills or competencies which a manager must incorporate. These skills make him/her fit in any kind of organization and these skills make them capable enough to make a stand in any situation in any organization. These are:
1. Technical skills 2. Conceptual skills 3. Humanitarian skills

The knowledge and application of these skills play an important role in identifying potential of a manager in a particular organization. These skills help a manager to leave no stone unturned when it comes to management of an organization. Detailed understanding of these skills is what that leads to fruitful results. 1. Technical skills: Great knowledge of technical know-how makes a manager successful. Technical skills involve the modus operandi knowledge and proficiency demanded by a particular job. Such skills need specialized knowledge in respective fields, such as engineering, computers, accounting, or manufacturing. The technical skill involves the manager's understanding of the nature of job that people under him have to perform. These skills help a manager to know and have better insight into technicalities of his job. It refers to a person's knowledge and proficiency. For instance in a marketing department, a manager must know and must comprehend the technicalities of sales and marketing. 2. Conceptual Skills: If a manager is capable enough to conceptualization ideas, I bet he/she will be successful. Conceptual skills refer to the conceptualization the organization and its environment as a whole. These skills help a manager to become capable of making visionary roads for his organization. Conceptual skills bless a manager to think in abstract, to analyze the forces responsible for a situation, to create environment of growth, to innovate and ultimately to manage changes and other contingencies arising out of dynamic environment. Conceptual-skill has to do with ideas, thoughts and dreams. Acquisition of these skills enables Managers to understand abstract relationships, develop ideas and to solve problems creatively. By means of these skills, managers must be able to perceive the organization as a whole. They have to understand the relationships among each unit of organization and will also have to visualize how organization can fits into its border environment. 3.Humanitarian Skills:

The one who is able to make and maintain healthy relations with members of his/her organization will undoubtedly be successful. Humanitarian skills involve the ability to interact effectively with members of organization. These skills teach a manager to understand the value of making and maintaining healthy and hearty relations with people of his/her organization. Since managers deal directly with people, this skill is crucial. Managers with good human skills are able to get best out of their people. They know how to communicate, motivate, lead, and inspire his people. The understanding of these skills help managers to recognize and respect feelings, sentiments of others, to judge the possible reactions and outcomes of his/her courses of action, and to examine the worth and importance of human resources. Exceptional knowledge of these skills makes a manager successful as he/she becomes the knower of facts operating in an organization. What skills do managers need to be successful today? In this new millennium, organizations have flat hierarchies, life cycles of products are shortening and projects become more important.
Organizations are changing to matrix structures, which have time-limited project teams and often two reporting lines. The information age has changed the business world of management as well.

A first priority for a successful manager is to set goals. Managers should be well-organized, allocate priorities, establish their short-term and long-term goals, then ensure all effort to achieve them. For this, they should be decisive and determined. Second, as a manager it is very important to be an effective communicator. This means it is important for a manager to understand the needs of customers, the expectations of senior management and the current situation in the department or project team. Active listening helps managers gather relevant information. Communication skills should be direct and constructive. Furthermore, relevant information must be distributed in a timely manner and the most effective communication channels should be selected. New management information systems support internal communication and decision-making. Managers should be able to use these systems. Third, a successful manager is talented in networking. Socializing and contacting and interacting with others are a source of unstructured managerial information and a tool developing a good reputation. Fourth, managers should be good negotiators. One of the necessary requirements is to negotiate with superiors, subordinates, customers or suppliers. The aim should always be a win-win approach. Therefore, managers must be able to discuss interests and not positions. Only when

managers get involved in the ideas of others can they understand their situation or behavior and find the best solution for both sides. Finally, the three managerial qualities related to leadership center around the Miller "3 C's": competence, confidence and credibility. Competence means that managers must have knowledge in their field of business and should be well-informed. Confidence means that subordinates should be supported in their objectives, interests and problems without negative consequences. Credibility is especially important because subordinates need to trust a manager in what he or she is saying. All in all, timely information and effective communication are crucial for a successful manager today. It is not sufficient to work hard and be "busy." In this information age, top managers need access to a broad range of data. The most important skills are the ability to handle and evaluate the flood of information, to open and maintain information channels by networking and to control as much relevant information as possible. Communication should be treated with the highest priority. Effective communication is the key to planning, leading, organizing and controlling the resources of an organization to achieve its stated objectives. Therefore, effective communication is clearly the manager's key to success. Top ten qualities of a successful manager 1. Demonstrates integrity - A manager should walk the talk. The old saying, "Lead by example" is the first quality that makes a manager a stand out. 2. Deals honestly and diplomatically - A manager, who owns their mistakes, deals openly, and honestly with others, earns the respect of those they are trying to lead. 3. Demonstrates flexibility - A manager who is responsive to the needs of the business AND the needs of employees, is able to keep his team on target and yet achieve the goals of the business. 4. Shows commitment and reliability - A manager who delivers their promises shows their team that they are reliable and promotes trust. 5. Listens effectively - A manager who 'seeks first to understand, then to be understood' (Dr Steven Covey) is a manager who will always have their finger on the pulse of the business. 6. A good negotiator - A manager who comes to the table prepared to give a little that the outcome is a positive one for everyone, will not only earn the respect of his employees but be guaranteed of the opportunity for further negotiations in the future.

7. A thorough planner - 'If you fail to plan, you plan to fail.' This saying is especially true for managing. A manager is a coach to their team and the team are looking to them for the game plan. 8. Is fair - A manager who doesn't take sides, show favoritism or victimize those they are supervising, will earn their trust and in turn, will have more personal power to influence their team for good. 9. Knows how to have fun and has a good sense of humor - A manager who is able to promote a safe and happy work environment where appropriate fun is embraced, will ensure the retention of staff. 10. Seeks to understand their workers - A manager who is able to accurately assess the skills, abilities and personalities of their work team, will be able to develop individual managers to maximize their effectiveness and help them reach their potential, whilst focusing their efforts on the goal. Becoming a successful manager is a journey; however, if these attributes are resident within the individual, motivating a team to follow will be as simple as breathing. All work teams are longing for successful management but a successful manager will only be as successful as the weakest member of his team. Real life examples IBM's successful managers excel in four key areas and demonstrate a series of related competencies: 1. Focus to win. Understanding the business environment moment to moment and setting strategies for breakthrough results. Competencies include: customer insight, breakthrough thinking, and drive to achieve. 2. Mobilize to execute. Implementing with speed, flexibility, and teamwork. Competencies include: team leadership, straight talk, teamwork, decisiveness. 3. Sustain momentum. Obtaining lasting results that continue to grow. Competencies include building organizational capability, coaching, personal dedication. 4. Passion for the business. Being excited about what IRB technology and services can do for the world, What Great Managers Do Differently

The Four Vital Jobs for Great Managers

Buckingham and Coffman identify four twists on conventional approaches which further define the differences in tactics espoused by great managers.

select people based on talent. when setting expectations for employees, establish the right outcomes. when motivating an individual, focus on strengths. develop an individual, find the right job fit for the person.

Conclusion
Many times companies will discuss the knowledge, skills and abilities (KSAs) of their applicants because they are trying to select the best fit for their company. Most companies will assess the knowledge of their applicants by testing and determining the intelligence of the applicant. Companies may not be concerned with the technical skills and abilities of their entry-level managers because they will train them according to their company standards. But most companies want their future managers to have the soft skills needed to be successful within their organization s environment..