Managing People and Organizations

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Managing People and Organisations
According to Katz’s theory managers require three of this following skills to be successful at their job, conceptual, interpersonal and technical (Robbins, Bergman, Stagg & Coulter, 2008). Katz also believed that the top management would require more conceptual skills then the rest and the middle management would require more interpersonal skill then the rest followed by the low management that requires technical skill the most. In this essay I would be looking into how Katz theory works and shows that all managerial roles in an organization requires interpersonal skills (Human skills) and whether there are other theories that would support his ideas.

(Haddon, 1999) Peter Haddon stated that middle-level managers are accountable for executing out the objectives laid by top management. They perform so by setting objectives for their subdivisions and other business divisions. Middle managers can stimulate and help out first-line managers to accomplish business purposes. Middle managers may perhaps in addition commune uphill, by suggesting propositions and response to top managers. Because middle managers are supplementary concerned in the day-to-day mechanism of a company, they may perhaps endow with priceless information to top managers to facilitate progress the organization's foundation line. According to Robert Katz theory (Robbins et al., 2008), the middle management requires the largest amount of interpersonal skills as they come in contact with clients and would represent their organization for certain events such as giving a presentation in a community meeting and giving a press release to a local newspaper. This means that they communicate with the external environment directly and how they act and carry themselves would directly affect the organization they are representing. For example, a research by Henry Mintzberg (Mintzberg, 1975) shows that most middle mangers, in no matter which industry, spend most of their work time interacting with people and they spend very little time completing tasks by themselves. Thus, when there is interaction between people, there has to be social awareness and this is where Katz theory comes in. This is because other than middle managers having to communicate with superiors, they also have to lead their subordinates. Furthermore, the chances of them meeting with people outside of the organization is higher. This is why Robert Katz theory (Robbins et al., 2008), shows that the middle managers require the most interpersonal skills. For example in the Singapore Armed Forces, the Majors who are equivalent to the middle managers are required to carry out tasks that involves interacting with both their superiors and subordinates. To actually carry this out they would have to have a certain level of interpersonal skills, which would help them be able to motivate men at the lower level to carry out jobs and also establish a good rapport with superiors. In addition, Majors in army will have to go to different places to carry out meetings with other army departments, and sometimes even other countries army personals. Thus, to be able to leave a good impression on them, middle managers, who in this case are the majors, are required to depend on the level of interpersonal skill they have.

As stated by Robert Katz (Robbins et al., 2008), it is crucial for first tier or top managers to have conceptual skills. (Christopher, A, Bartlett, & Sumantra, Ghoshal, 1994) First tier managers make decisions affecting the entirety of the firm, set goals for the organization and direct the company to achieve them and are ultimately responsible for the performance of the organization. These managers in most organizations usually have a great deal of managerial experience and have advanced through the ranks of management within the company or in another firm. However, they will also require interpersonal skills. To prove that interpersonal skills are still required on...
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