Friday, 31 December 2010

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Interaction Skills 6.1. Technical skill referencicia ago on expertise in the specific area of work (obtained by study and / or experience), and the ability to analyze problems using tools and techniques that specialty. 6.2. Humanistic ability (sensitivity) is the set of skills needed to interact with others and work in groups towards achieving common goals. Includes self-knowledge (awareness of their own attitudes, perceptions and concepts), empathy and communication skills. 6.3. Conceptual skill is the ability to understand the organization as a whole (in terms of systems), to read the environment and to design new models of organization and leadership. Katz found that the relative importance of these skills varies by management level. In terms hierarchical occupying the manager (supervisor, middle manager or senior executive), his work implies a relationship with other individuals within an organization. The ability to describe, explain, predict, and, as far as possible, control the conduct of men at work, then takes on special relevance. Organizational behavior, discipline, provide managers with knowledge and skills to tackle this complex task. Organizational behavior is based on a series of philosophical concepts about the nature of people and organizations. These concepts guide the manager in understanding the behavior of you and others and the understanding of organizations. And, of course, serve as guides to guide their behavior. Davis and Newstrom (op. cit., Pp.10-14) proposed nine key concepts of organizational behavior, which fall into two categories: those related to people and relevant to the organizations.
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Leadership Development The leader needs to identify the real crises, potential crises or major opportunities. The leader must choose which war is going to fight. You can not walk around like Don Quixote de la Mancha, as the hunt for mill appears before their eyes. The leader gets to make the tough decisions that nobody wants to take, involving high risk, that affect the survival of the organization, and that's leader in the organization. But there are many decisions can be delegated to his staff, especially if they have previously been trained and empowered. The leader who pays equal attention to every problem does not get many effective results, since be trapped in the detail of many problems, reduced time to the attention of its people as well as the time for analysis and reflection time to think and plan. Other decisions can be taken by those who implement them. In general, people who are closest to the problem, the better off, in terms of experience, skills and information management, to solve that problem. As a leader you need to delegate the resolution of the less essential problems in people who are closest to the problem. Moreover, by allowing others to take decision making to solve a problem, it strengthens the commitment of those who follow the leader, and learn to take responsibility for the results, either success or failure. In need to keep in mind that leaders have a responsibility to empower others to realize their potential and to consolidate the necessary skills to solve problems.