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relationship rather than the outdated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.
2.
3.
4.
5.
6.
Supervisory ability.
Need for occupational achievement.
Intelligence.
Decisiveness.
Self-assurance.
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
skills.
conceptual and decision-making

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 you’ve analyzed
in previous Time-Outs,
give examples of how
they perform each of the
four management
functions.