technical skill

Examples of technical skill in the following topics:

• Technical Skills of Successful Managers

  • Successful managers must possess certain technical skills that assist them in optimizing managerial performance.
  • Robert Katz identifies three critical skill sets for successful management professionals: technical skills, human skills, and conceptual skills.
  • Of the three skill sets identified by Katz, technical skills are the broadest, most easily defined category.
  • Katz postulates that the higher up in the organization an individual rises, the more conceptual skills (and fewer technical skills) are necessary.
  • Senior managers need fewer technical skills because strategic decision-making is inherently more conceptual; mid- and lower-level skills such as data collection, assessment, and discussion are all more technical.

• Technical Skills

  • Examples of technical skills include project management skills for engineers building bridges, aircraft, and ships.
  • Robert Katz identified three managerial skills essential to successful management: technical, human, and conceptual.
  • Technical skill involves process or technique knowledge and proficiency.
  • A manager's level in the organization determines the relative importance of possessing technical skills.
  • For instance, supervisors need technical skills to manage their area of specialty.

• Frontline Management

  • Frontline managers oversee primary production activities on a daily basis, so they need very high interpersonal and technical skills.
  • Managers have to deal with problems which require special skills to solve.
  • Frontline managers who are responsible for dealing directly with the operating personnel need very high interpersonal skills to motivate, supervise, and guide their subordinates, as well as communicate with managers of higher levels.
  • Frontline managers also need technical skills since they are dealing with job-related tasks that help achieve the goals and objectives of the organization.
  • These frontline managers will be directing operations at the facility, tracking employee behavior and interaction, assessing efficiency, and using technical skills to mentor workers and improve processes.

• Choosing Committers

  • Our main criterion is not technical skill or even knowledge of the code, but merely that the committer show good judgement.
  • Technical skills can be learned (and taught), but judgement, for the most part, cannot.
  • Sometimes someone shows technical skill and an ability to work within the project's formal guidelines, yet is also consistently belligerent or uncooperative in public forums.
  • That's a serious concern; if the person doesn't seem to shape up over time, even in response to hints, then we won't add him as a committer no matter how skilled he is.
  • In a volunteer group, social skills, or the ability to "play well in the sandbox", are as important as raw technical ability.

• Top-Level Management

  • Critical job skills of today's managers include the ability to work under pressure, to lead people, to manage conflict, to solve crises, to motivate people, and to intuit answers.
  • Many people work under top-level managers' supervision and look to them for guidance, so these are the skills which are needed to perform the various operations of the business.
  • Managerial skills include conceptual skills, interpersonal skills, and technical skills.
  • These three managerial skills are used by different managers to various degrees.
  • Successful top-level managers usually display more conceptual than technical skill.

• Intellectual Skills of Successful Managers

  • Conceptual skills revolve around generating ideas through creative intuitions and a comprehensive understanding of a given context.
  • Conceptual skills represent one of the three skill sets identified by Robert Katz as critical to managerial success in an organization; the other two include technical skills and human skills.
  • While each skill set is useful in different circumstances, conceptual skills tend to be most relevant in upper-level thinking and broad strategic situations (as opposed to lower-level and line management).
  • As a result, conceptual skills are often viewed as critical success factors for upper managerial functions.
  • While all levels of management benefit from conceptual thinking, upper management spends the most time within this frame of mind (as opposed to thinking more technically—looking at and working with the detailed elements of a given operation or business process).

• Interpersonal Skills of Successful Managers

  • According to management theorist Robert Katz, management comprises three critical skill sets: technical, human, and conceptual.
  • The development of human skills—which could be perceived as a combination of social, interpersonal, and leadership skills—is central to the success of a manager.
  • Leading people represents a central component of human skills.
  • Human skills differentiate a manager from a leader.
  • Interpersonal skills and communication skills lie at the center of human-based managerial considerations.

• Digital Storytelling

  • Digital stories may be used as an expressive medium within the classroom to integrate subject matter with extant knowledge and skills from across the curriculum.
  • Digital stories may be used as an expressive medium within the classroom to integrate subject matter with extant knowledge and skills from across the curriculum.
  • In creating digital stories, moreover, students learn an array of technical tools and skills that can help increase digital literacy.
  • Organization skills (managing the scope of the project within a time constraint)
  • Interview, interpersonal, problem-solving and assessment skills (completing their digital story and learning to receive and give constructive criticism)

• Financial Rewards for Managers

  • Career success and fulfillment hinge on effective human-resource management and empowering employees with the necessary tools and skills.
  • Promoting career success for employees and managers involves the creation of developmental goals that build stronger skills and aim toward fulfillment.
  • These may include coaching, higher education, mentoring, reflective supervision, technical training, and consultation.
  • Technical Assistance – Helping employees implement new technologies and acquire modern skill sets is a growing field in career development.
  • Technical training is provided to enable employees to be more effective with newer methodologies, tools, and equipment.

• Long-Term Development

  • There are a variety of approaches to professional development, including consultation, coaching, communities of practice, lesson study, mentoring, reflective supervision and technical assistance.
  • Professional development on the job may develop or enhance process skills, sometimes referred to as leadership skills, as well as task skills.
  • Some examples for process skills are 'effectiveness skills,' 'team functioning skills,' and 'systems thinking skills. '
  • Other methods include communities of practice, reflective supervision, and technical assistance.
  • While not directly relevant to, say, teachers, it nonetheless provides an important skill that may be used in case of an emergency, and thus would indirectly benefit a teacher who learns these skills.