Katz's Managerial Skills Theory - Explained
What is Managerial Skills Theory?
If you still have questions or prefer to get help directly from an agent, please submit a request.
We’ll get back to you as soon as possible.
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
Table of ContentsWhat are Managerial Skills?Katz's Managerial Skills
What are Managerial Skills?
The work of Taylor left open room for determining what skills or abilities a manager should possess to successfully carry out the functions they employ.
Theorist Robert L. Katz (1933-2010), is known for providing a framework for understanding managerial skills.
Back to: BUSINESS MANAGEMENT
Katz's Managerial Skills
Katz, in his 3 Skills Taxonomy, categorized skills as follows:
- Conceptual - Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively.
- Human - Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees.
- Technical - Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques, and tools of a specific area.
A manager's level in the organization determines the relative importance of possessing technical, human, and conceptual skills.
Top-level managers undertake higher-level planning, such as mission and strategy, which require greater conceptual skills.
Supervisors deal with specific processes for delivering value, which necessitates technical skills to manage their area of specialty.
All levels of management need human skills so they can interact and communicate with other people successfully.
Meanwhile, technologies continue to alter the fundamental structure of firms and call for new organizational approaches and management skills.