Three-Skill

Approach
Presented by:
Jay-R M. Ballon, MAIE

Introduction

Leaders are born but MANAGERS are

made Nobody is a manager by birth, only
after birth going through different spheres of
life that he gets information. People tend to
evolutes since birth reaching, with time, the
higher levels. Though, during life (meaning
experiences/fazes) they can be up and down
(Graves, C.W., 1970).

Definition
SKILLS

the ability to do something that comes from

training, experience, or practice.

-Merriam-Webster

Implies an ability which can be developed, not

necessarily inborn, and which is manifested in
performance, not merely in potential.

Robert L. Katz

THREE-SKILL APPROACH

An administrator is one who

A. directs the activities of other persons and

B. undertakes the responsibility for achieving certain

objectives through these efforts.

A successful administration appears to rest on three basic

skills, which are:

TECHNICAL,

HUMAN,

and CONCEPTUAL

TECHNICAL SKILLS

Implies an understanding of, and proficiency

in, a specific kind of activity, particularly one
involving methods, processes, procedures, or
techniques.

Technical skills also include specialized

knowledge, analytical ability and the
competent use of tools and techniques to solve
problems (Samson, D., Daft, L. 2003)

Cont

Technical skill is the most familiar because it is

the most concrete, and because, in our age of
specialization, it is the skill required of the
greatest number of people.

An example of technical skill would be the role of an

accounts payable manager who must be proficient in
accounting rules and be familiar with relevant
forms so that they can resolve problems and answer
questions which would be posted to them by clients
(Bergman et. Al.,)

DEVELOPING THE SKILL

(TECHNICAL)

HUMAN SKILLS

HUMAN SKILLS

Human skill is the executives ability to work

effectively as a group member and to build
cooperative effort within the team he leads.

Human skill is primarily concerned with

working with people. This skill is demonstrated
in the way the individual perceives (and
recognizes the perception of) his superiors,
equals, and subordinates, and in the way he
behaves subsequently.

Cont

The person with highly developed human

skill is aware of his own attitudes,
assumptions, and beliefs about other
individuals and groups; he is able to see
the usefulness and limitations of these
feelings.

Cont

Real skill in working with others must

become a natural, continuous activity, since
it involves sensitivity not only at times of
decision making but also in the day-by-day
behavior of the individual.

Skill vs. Management Levels

Supervisors

ls
a l S ki l
Techn
ic

ls
n Skil

Middle Management

Huma

Conce
ptual
Sk

i l ls

Top Management

SOURCE

https
://snehsoni.wordpress.com/2010/12/10/essential
-skills-for-managers
/

https://
hbr.org/1974/09/skills-of-an-effective-administra
tor

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