Developing Management Competencies

Introduction Mintzberg (2013, p.44) notes that management does not apply these separately but points out that it combines all skills such as leadership, behavior, thought, decision and so on. A good administrator should be able to master all of these skills and complete management. But the problem is the useful ability that managers must be able to achieve. Mintzberg said that his own management theory can be understood in three ways: information, people and actions. For information, administrators should be able to communicate and control, for people, administrators should be able to initiate and connect, and for administrators actions can be done and handled by administrators It should be.

Looking back on my management skills, I have been responsible for the past several years, so I can say that I have improved my management skills. I worked at the same organization for nearly five years - a building consulting company - I felt that I grew mature and became professionals and managers, not only improved my skills. Speaking of my personal management skills, I can build a personal relationship with team members and can draw it through clear delivery and harsh pressure. I am a solid believer and practitioner, guided by the model, and succeeded in this approach. I still believe that I am sometimes lacking in motivation. After introducing Belbin's test three months ago, I have always been in the Shaper-Specialist category and have found that I occasionally play Plant's role.

Increasing the use of project management is becoming increasingly important to develop project management functions. The need to make the project successful is to re - emphasize a very unique role, the project manager. Over the years, many studies have determined that projects often fail for poor leaders. When measuring the leader's efficiency, the leader considers interpersonal skills as a new benchmark. One aspect of interpersonal skills is emotional intelligence (EI). EI can recognize, understand, manage and apply information to achieve leadership, motivation, and impact. Investigate the value and applicability of EI and the skills and capabilities that are beneficial to the role of the project manager

R. S. Research by Dwivedi (2001) highlights the key capabilities necessary to select, train and foster key management positions. The three abilities recognized by the author are interpersonal communication skills, leadership skills and motivation ability. This survey was conducted for successful administrators of 106 Indian organizations. The focus of this survey is to determine the interpersonal style of a successful manager, the change of managerial position, or the leadership of the transaction, and the motivation for employees' work. It also aims to identify the key capabilities needed to make personnel management decisions in Indian organizations.