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Organizing, is the management function that follows after planning, it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority with adequate responsibility and allocation of resources across the organization to achieve common goals. Organizing involves the establishment of an intentional ...
Helpful skills for top management vary by the type of organization but typically include a broad understanding of competition, world economies, and politics. [27] In addition, the CEO is responsible for implementing and determining (within the board's framework) the broad policies of the organization.
Organization skills - Having strong organizational skills allows for proper coordination of staff and resources within the company. Communication skills - The ability to express wants and needs related to work allocation sets a clear and coordinated roadmap and reduces the likelihood of misinterpretations.
The skills involved can be defined by the organization or by third party institutions. They are usually defined in terms of a skills framework, also known as a competency framework or skills matrix. This consists of a list of skills, and a grading system, with a definition of what it means to be at particular level for a given skill. [1]
Transferring skills: Important managerial skills and organizational capability are essentially spread to multiple businesses. The skills must be necessary to competitive advantage. Sharing activities: Ability of the combined corporation to leverage centralized functions, such as sales, finance, etc. thereby reducing costs. [44]
The democratic management style involves managers reaching decisions with the input of the employees but being responsible for making the final decision. [4] There are many variations of this style of management including consultative, participative, and collaborative styles. Employee ideas and contributions are encouraged, but not necessary.
Management has to play an important role in keeping the organization alive. Change in technology and methods must be anticipated and adapted for survival and growth. It is only management which can do so and molds the enterprise in such a changing environment.
Skills – The organization's core competencies and distinctive capabilities. It is argued that old skills can often act as hindrance in developing new skills. Staff – Staff considers people as a pool of resources, which need to be nurtured, developed, guarded, and allocated.