At Every Level II

This would seem to be an excellent example of a situation in which strong conceptual skill more than compensated for a lack of human skill.

A recent research study provides an example of an extremely effective plant manager who, although possessing little human skill as defined here, was nonetheless very successful:

This manager, the head of a largely autonomous division, made his supervisors, through the effects of his strong personality and the "pressure" he applied, highly dependent on him for most of their "rewards, penalties, authority, perpetuation, communication, and identification.

As a result, the supervisors spent much of their time competing with one another for the manager's favor. They told him only the things they thought he wanted to hear, and spent much time trying to find out his desires. They depended on him to set their objectives and to show them how to reach them. because the manager was inconsistent and unpredictable in his behavior, the supervisors were insecure and continually engaged in interdepartmental squabbles which they tried to keep hidden from the manager.

Clearly, human skill as defined here was lacking. Yet, by evaluation of his superiors and by his results in increasing efficiency and raising profits and morale, this manager was exceedingly effective. This suggests that employees in modern industrial organizations tend to have a "built-in" sense of dependence on superiors which capable and alert men can turn to advantage.

In the context of the three-skill approach, it seems that this manager was able to capitalize on this dependence because he recognized the interrelationships of all the activities under his control, identified himself with the organization, and sublimated the individual interests of his subordinates to his (organization's) interest, set his goals realistically, and showed his subordinates how to reach these goals. This would seem to be an excellent example of a situation in which strong conceptual skill more than compensated for a lack of human skill.

ACTION POINT: Understand when to use the various skills to motivate your team for performance.

At Every Level

These findings would tend to indicate that human skill is of great importance at every level, but notice the difference in emphasis.

Human skill, the ability to work with others, is essential to effective administration at every level. One recent research study has shown that human skill is of paramount importance at the Foreman level, pointing out that the chief function of the foreman as an administrator is to attain collaboration of people in the work group. Another study reinforces this finding and extends it to the middle-management group, adding that the administrator should be primarily concerned with facilitating communication in the organization. And still another study, concerned primarily with top management underscores the need for self-awareness and sensitivity to human relationships by executives at that level. These findings would tend to indicate that human skill is of great importance at every level, but notice the difference in emphasis.

Human skill seems to be most important at lower levels, where the number of direct contacts between administrators and subordinates is greatest. As we go higher and higher in the administrative echelons the number and frequency of these personal contacts decrease, and the need for human skill becomes proportionately, although probably not absolutely, less. At the same time, conceptual skill becomes increasingly more important with the need for policy decisions and broad-scale action. The human skill of dealing with individuals then becomes subordinate to the conceptual skill of integrating group interests and activities into a whole.

ACTION POINT: Understand the importance of human skill at the various levels of your organization.

At Lower Levels

As the administrator moves further and further from the actual physical operation, this need for technical skill becomes less important, provided he has skilled subordinates and can help them solve their own problems.

Technical skill is responsible for many of the great advances of modern industry. it is indispensable to efficient operation. yet it has greatest importance at the lower levels of administration. As the administrator moves further and further from the actual physical operation, this need for technical skill becomes less important, provided he has skilled subordinates and can help them solve their own problems. At the top, technical skill may be almost nonexistent, and the executive may still be able to perform effectively if his human and conceptual skills are highly developed.

For example, in one large capital-goods producing company, the controller was called on to replace the manufacturing vice president, who had been stricken suddenly with a severe illness. The controller had no previous production experience, but he had been with the company for more than 20 years and knew many of the key production personnel intimately. By setting up an advisory staff, and by delegating an unusual amount of authority to his department heads, he was able to devote himself to coordination of the various functions.

By so doing, he produced a highly efficient team. The results were lower costs, greater productivity, and higher morale than the production division had ever before experienced. Management had gambled that this man's ability to work with people was more important than his lack of a technical production background, and the gamble paid off.

ACTION POINT: Use your human and conceptual skills to direct those on your team with strong technical skills.

Relative Importance

...the technical, human, and conceptual skills of the administrator vary in relative importance at different levels of responsibility.

We may notice that, in a very real sense, conceptual skill embodies consideration of both the technical and human aspects of the organization. Yet the concept of skill, as an ability to translate knowledge into action, should enable one to distinguish between the three skills of performing the technical activities (technical skill, understanding and motivating individuals and groups (human skill), and coordinating and integrating all the activities and interests of the organization toward a common objective (conceptual skill).

This separation of effective administration into three basic skills is useful primarily for purposes of analysis. In practice, these skills are so closely interrelated that is is difficult to determine where one ends and another begins. However, just because the skills are interrelated does not imply that we cannot get some value from looking at them separately, or by varying their emphasis. In playing golf the actions of the hands, wrists, hips, shoulders, arms, and head are all interrelated; yet improving one's swing it is often valuable to work on one of these elements separately. Also, under different playing conditions the relative importance of these elements varies. Similarly, although all three are of importance at every level of administration, the technical, human, and conceptual skills of the administrator vary in relative importance at different levels of responsibility.

ACTION POINT: Develop all three skills, technical, human and conceptual, to administrate effectively.

Gift of Fortitude

I am with you always... Matthew 28:20

The Gift of Fortitude...gives energy to overcome major obstacles in the way of spiritual growth...The spirit shows us how to sanctify our role in life so that we remain in the divine presence. This is why methods of remaining in God's presence are so valuable and necessary if we are seriously pursuing the spiritual journey...Little by little, the Gift of Fortitude, in conjunction with the other Gifts, transmutes the energy of anger designed by nature for defensive purposes into zeal for the service of God and the needs of others.

It sustains difficult ministries and welcomes the vicissitudes of daily life instead of fighting or resisting them or giving way to feelings of frustration. It establishes a certain firmness of mind and heart in doing good and enduring evil, especially when these are difficult. It manifests its inspiration in the Beatitude: "Blessed are those who hunger and thirst after justice, for they shall be satisfied" Matt. 5:6

Romans 12:11

In the service of the Lord, work not half heartedly but with conscientiousness and an eager spirit.