Holmberg-Wright and Hribar suggest that “the three essential skills to every manager are the conceptual, human and technical skills” (as cited in Katz, 1974). Although managers at all levels, that is, the top, middle and low, possess all these skills, the relevance and efficacy skills are dependent on the level of management. Technical skills refer to the utilization of specialized knowledge and expertise to perform work-related procedures and techniques. They are essential in lower levels of management as their roles mainly revolve around training and clarifying the doubts of subordinates. First-level managers usually acquire this skill through formal education and further development via job experience and training.
On the other hand, conceptual skills relate to the ability to see the organization as a whole and work with ideas between abstract concepts. Abstract thinking enables managers to understand how variations in distinct departments affect the whole organization, how different departments complement one another, and how the organization interacts with its environment. It is of great importance to top-level managers as their work is centered on framing organizational plans and policies.
Lastly, human skills comprise of the ability to communicate and work with others. Managers at all levels interact with subordinates, peers, and superiors; therefore, human skills will enable them to understand needs and behavior, and desires of others; thus, ensuring that they become better leaders and team members. Overall, it is seen that as we move up the hierarchy, more conceptual skills and less technical skills are required. However, human skills are essential to all levels.
Holmberg-Wright, K., & Hribar, T. (2019). Soft skills-The missing piece for entrepreneurs to grow a business. American Journal of Management, 16(1), 11-18. Web.