Gaining experience in the workplace and completing courses similar to this one will help you develop these skills.

1. Technical Skills 2. People Skills 3. Communication Skills 4. Conceptual Skills 5. Decision-Making Skills

The ability to use methods and techniques to perform a task. Eg. – When managers work on budgets, they use spreadsheet software, so they need computer skills; they also need some knowledge of accounting.

Ability to work well with people. Eg. – Today, people want a partnership relationship rather than the outdated superior-subordinate relationship.

Ability to get your ideas across clearly and effectively. The combination of people skills and communication skills is referred to as interpersonal skills.

Ability to understand abstract ideas, the ability to understand an organization or department as a whole and the relationships among its parts. Eg. – Managers need to think outside the box and come up with creative ways to improve performance.

Ability to select alternatives to solve problems. The success of any organization is based on the decisions its managers make.

Six traits important for managers, although not all are necessary to succeed as a manager: 1. Supervisory ability. 2. Need for occupational achievement. 3. Intelligence. 4. Decisiveness. 5. Self-assurance. 6. Initiative.

The number-one trait, supervisory ability, requires skills in: planning, organizing, leading and controlling, these four areas of supervisory ability are more commonly referred to as the management functions.

Think about a coach and a manager you know and list the management skills they use on the job. Be specific and try to identify each of the five skills discussed here.

Sport managers perform four functions of management and ten management roles.

1. Planning 2. Organizing 3. Leading 4. Controlling

Typically the starting point in the management process. Planning is the process of setting objectives and determining in advance exactly how the objectives will be met. Eg.: Managers Schedule the work employees perform and also develop budgets. Requires conceptual and decision-making skills.

Successful managers put a great deal of effort into organizing, they also design and develop systems to implement plans. Organizing is the process of delegating and coordinating tasks and resources to achieve objectives. Eg.: Managers allocate and arrange resources. Requires conceptual and decision-making skills, as well as people and communication skills.

Mangers work with employees daily as they perform their tasks. Leading is the process of influencing employees to work toward achieving objectives. Eg.: Managers not only must communicate their objectives to employees but also must motivate employees to achieve the objectives. Requires people skills and communication skills.

Not all employees do the things they say they will do to standard, therefore objectives will not be met without follow-through. Controlling is the process of establishing and implementing mechanisms to ensure that objectives are achieved. Eg.: An important part of controlling is measuring progress and taking corrective action when necessary. Requires technical skills, as well as conceptual and decision-making skills.

1. Figurehead 2. Leader 3. Liaison (Link) 4. Monitor 5. Disseminator 6. Spokesperson 7. Entrepreneur 8. Disturbance handler 9. Resource allocator 10. Negotiator

The Manager performs official and figurative duties as head of the organisation.

Raises a proper work atmosphere and motivates and develops assistants

Develops and maintains a network of external contacts to gather information.

Gathers internal and external information relevant to the organisation.

Transmits truthful and value based information to assistants

Communicates to the outside world on performance and policies.

Designs and initiates change in the organisation

Deals with unexpected events and operational breakdowns

Controls and authorises the use of organisational resources

Participates in negotiation activities with other organisations and individuals.

Using the coach and manager youve analyzed in previous Time-Outs, give examples of how they perform each of the four management functions.