Skills of an Effective Administrator
 | Average Customer Rating: Recommend Effective administration depends upon three basic personal skills which, for analytical purposes, can be classified as technical, human, and conceptual. Technical skills include a proficiency in methods, processes, procedures, or techniques. Human skill is an ability to lead and work effectively in a group. Conceptual skill, critical for policy decision-making, involves the ability to see the organization as a whole, recognize how various functions interrelate, and understand how the organization is related to the industry,… Product details and pricing info |
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1 Customer Review Posted
- The three basic skills of an effective administrator
- Robert L. Katz was Assistant Professor at the Amos Tuck School of Business Administration, Dartmouth College, when this article was published in the September-October 1974 issue of the Harvard Business Review. Later he taught at Harvard Business School and Stanford University, wrote several textbooks, and helped found various companies.
"It is the purpose of this article to suggest what may be a more useful approach to the selection and development of administration." This approach focuses on what effective administrators do (the skills for carrying out their jobs) and not on what good executives are (traits and characteristics). "A skill implies an ability which can be developed, not necessarily inborn, and which is manifested in performance, not merely in potential." Katz argues that effective administration rests on three basic skills: (1) Technical skill, which involves specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline.; (2) Human skill is the executive's ability to work effectively as a group member and to build cooperative effort within the team he leads. This has more recently become known as emotional intelligence or EQ (See Daniel Goleman's 'Emotional Intelligence', 1995).; and (3) Conceptual skill involves the ability to see the enterprise as a whole. The author discusses the relative importance of each of these skills on the different levels within organizations. On the basis of his findings, Katz also discusses the implications for action, for executive development, for executive placement, and executive selection. "It is undoubtedly true that certain people, naturally or innately, possed greater aptitude or ability in certain skills." But Katz's skills-based approach means that we should be able to improve our administrative effectiveness. He provides insights how to development all three skills.
This article is a true Harvard Business Review Classic. It is still very valid, even after all those years. Perhaps the language is now somewhat outdated, but Katz provides some great insights into the different requirements of effective leaders and managers. Great recommendation for people entering the management field, such as MBA-students, but also human resources departments. The authors uses simple US-English.
- 2002-02-05, 7 of 7 people found this review helpful, Rated:
