Robert L. Katz in 1970 showed that every manager requires a minimum of three basic skills. These three skills are:
1. Conceptual skills
Mental abilities to coordinate and integrate all interests and activities of the organization. Upper-level managers (top manager) must have the skills to make the concepts, ideas, and ideas for the betterment of the organization. Ideas or the ideas and concepts must then be translated into action plans to realize the idea or concept. The process of elaboration of the idea into a concrete plan of work is usually referred to as the planning process or planning. Therefore, conceptual skills are also a great skill to create a work plan. Conceptual skills require an ability to understand the degree of complexity in a given situation and to reduce that complexity to a level at which specific courses of action can be derived. Examples of situations that require conceptual skills include the passage of laws that affect hiring patterns in an organization, a competitor's change in marketing strategy, or the reorganization of one department which ultimately affects the activities of other departments in the organization.
Example: in a company have the financial statements in some specified period. This report shows the level of corporate performance. Based on these reports, a manager must find ways to overcome losses in the next period. Was supposed to get the maximum benefit, without having to spend too much.
2. Skills relate to other people (skills humanity)
In addition to conceptual capabilities, managers also need to be equipped with the skills to communicate or relate to the skills of others, also called human skill. Communication skills are required, both at the level of top management, middle, and bottom. Human skills involve the ability to work with, motivate, and direct individuals or groups in the organization whether they are subordinates, peers, or superiors. Human skills, therefore, relate to the individual’s expertise in interacting with others in a way that will enhance the successful completion of the task at hand. Some human skills that are often necessary for managers to display are effective communication (writing and speaking), creation of a positive attitude toward others and the work setting, development of cooperation among group members, and motivation of subordinates.
Example: in accordance with the functions of managers, who manage and supervise. Managers should always communicate with subordinates, to avoid a missed communication. Likewise, when an employee has a problem that affects the work, it must be solved by doing approach and provide positive motivation to maintain the company's operations performed.
3. Technical skills
Ability to use the equipment, procedures or techniques of a particular field. These skills are generally provisions for managers at lower levels. Technical skills is the ability to perform certain jobs, such as using computer programs, improve the engine, making chairs, accounting and others. Technical skills are those abilities that are necessary to carry out a specific task. Examples of technical skills are writing computer programs, completing accounting statements, analyzing marketing statistics, writing legal documents, or drafting a design for a new airfoil on an airplane. Technical skills are usually obtained through training programs that an organization may offer its managers or employees or may be obtained by way of a college degree. Indeed, many business schools throughout the country see their role as providing graduates with the technical skills necessary for them to be successful on the job.
Human skills can be developed through an understanding of human and group behavior. Conceptual skills can be developed through knowledge of the various factors that influence organizational activities. Both human and conceptual skills rest on information gathering, reflection, and critical analysis. Such skills are not developed through intuition. Rather, development of human and conceptual skills is enhanced by establishing a framework that will enable a manager to identify and respond to various factors that affect a given situation.
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