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and motivate employees, rewards such as raises are of a great importance. A good negotiator could more largely stimulate his employees' enthusiasm by costing less than usual.

c. As a middle manager, what managerial skill(s) are important for Adam? What skill(s) are least important?

The role of the firm’s managers is creating sustainable competitive advantage and getting superior performance for organizations. As Robbins et al (2009, p.10) writes that management involves ensuring that all activities should be completed efficiently and effectively (Robbins et al., 2009), individual must know to do something to do it well. It follows that to be an effective manager who involved in making effective decisions, management skills is needed (Raghbir, S. & Basi, 1998). More than a quarter-century ago, Katz identified three basic types of administrative skills needed by managers: technical, human, and conceptual (Katz, 1995).

The lower managers or first-line managers play a very significant role on technical aspects as participants within the organization’s operation (Robbins et al, 2008). An individual who have excellent expertise to accomplish specialized task in a certain area often be promoted to first-line manager later because the individual has shown the technically competent (Peterson, 2004). Thus, it can be seen that, as first-line managers are usually required to managing employees who are using tools and techniques to produce what organizations want or provide services to organization’s customers, technical skills seems more important to them. To the middle level managers such as Adam, however, Katz stated that technical skills become less important in comparison with human skills as they move into higher levels of management (Robbins et al, 2008). For instance, Adam just need to coordinate the production of his team, but not to produce it by himself. Therefore, technical skills alone are not adequate for him. As he is in the higher management position in the organization, it is necessary for them to perform leadership role while subordinates normally act as followers (Chansa-ngavej and Sarawat, 2007).

Compared with technical skills, human skills more focused on motivate, communicate, and to get things done through other people (Chansa-ngavej and Sarawat, 2007). In another word, this kind of skills is mainly aimed on the relationship with people around. Such as, communicate with superior to understand what the organization wants recently; motivate the employees’ potential to get jobs achieved better. These skills, according to Katz, are important to all managers without reference to any level (Robbins et al, 2008). And to the middle managers, such Adam who maintain high rapport and build a strong team, human skills could be the most significant abilities. That is not only because human skills could provide manager the abilities to communicate, but also let them to be aware of their own attitudes, assumptions and beliefs, as well as being sensitive to their subordinates’ perceptions, needs and motivations. Thus, managers with good human skills are able to get the best out of people (Robbins et al, 2008).

Conceptual skills can be described as the ability to see the organization as a whole or have a systematic view point (Katz, 1955). Since the lower-level managers normally focus on dealing with observable matters, the higher the manager in the hierarchy, the more involved that manager is in bro本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。