Katz Managerial Skill

Topics: Management, Henri Fayol, Scientific management Pages: 6 (1892 words) Published: September 21, 2009

As the world enters more modern civilization, organizations also morph into more complex and competitive context. Thus, such situation will become more challenging for today’s managers in maintaining the viability of current organizations. Regarding to those issues, it is important to comprehend in depth on manager’s work. This essay commences a brief description of the manager interviewed. It will then evaluate the relevance of the Katz’s theory to the interviewed manager’s work. However, it will be more focused on the conceptual skill. Then, this essay will analyze on the relationship of several theories amongst Katz’ managerial work, Fayol’s management function and Mintzberg’s management roles. Finally, it will also examine the relation on Taylor’s four principles to the manager’s work. This essay concludes that every theory has its own limitation, thus, it disable to perfectly describe manager’s job.

Description of the Interviewed Manager

The interviewed manager that will be further discussed in this essay is a first-line manager. She is a supervisor in a branch of a non-local multinational in United States of America. The organization is a medium-sized restaurant which is in service sector. It has been running for about one and a half years. The interviewed manager has been working in the restaurant since it was opened. Her major duty is supervising the work of her members to achieve the optimum performance. Besides, monitoring the members work becomes her daily responsibility. Evaluation of Katz’s Managerial Skills

Based on the interview conducted, it is significant that the manager’s work reflects particular managerial skills. In this context, the managerial skills will be evaluated based on Kat’s theory. Kat’s managerial skills are classified into three types: “conceptual, technical and human (interpersonal)” (Robbins et al. 2006, p.14). Those skills are interrelated in implication of managerial activities. For further understanding, it is essential to identity the conceptual skill of the interviewed manager whether it is relevant to the Katz model or not. Robbins et al. (2006) define conceptual skill as “an ability to conceptualize and to think about abstract and complex situations”. According to Kat’s, this skill is mostly practiced by upper-level managers. It is necessary for top managers to possess because oftentimes they encounter obscure situations; thus, conceptual skill is required in order to overcome the problems. Furthermore, they have to be able to foresee all contingencies that might happen in the future. Robbins et al. (2006) point out that top manager should be able to interact with heterogeneous conditions in a broader scope of environment. According to the former, conceptual skill is less likely to be practiced by lower-level managers. Nevertheless, in a modern organization especially since global era, ideas can derive not only from executive managers, but also from low-level managers. Likewise, Chapman (2001) suggests that rigid hierarchy structure is no longer exists in new features organization as divisions or departments are connected horizontally to allow the fluid flow of information. In fact, it is reflected on the interviewed manager. Ms. X admitted that although new plans are generally instructed by her top manager, however, she also participated in contributing ideas in meeting. Moreover, she explained that she should be able to coordinate certain parts of business to achieve effectiveness that actually require conceptual skill. For instance, she needs to control the promptness of the work of internal personnel in process of cooking, monitor the waiters in serving food for customers and also ensure the satisfactory of customers for their services. Thus, it can be seen that basic conceptual skill is necessary for first-line managers to have which means Kat’s theory is not strongly reflected to the works of the interviewed manager. Apparently, the irrelevance...
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