1. By the end of this topic we will:  develop an understanding of the key personal skills necessary for effective management  develop the ability to apply key personal skills to management situations  provide an analysis of effective decision-making and problem solving systems  discuss the relationship between ‘management skills’ and ‘management styles’ and ethical management

2.  Communication  Delegation  Negotiation  Stress management  Emotional intelligence (EQ).  Decision-making & problem-solving  Time management Refer to chapters 2.9 & 2.10 to complete Task One – Glossary to provide a definition of each of the skills listed

3.  There is an important relationship between the management styles adopted by management and the personal skills they possess.  Management will lean toward styles that make best use of their skills. Management, like everyone else need to play to their strengths but also improve in areas where they are deficient.  Management skills include those referred to as ‘soft’ or ‘people’ skills – communication, delegation, negotiation, stress management and emotional intelligence (EQ).  Other important management skills are more related to task – decision-making & problem- solving and time management

4.  Research called ‘The Karpin Report’ was completed in 1995 and it identified those important management skills. However, the report also stated that not all managers will use all skills all the time – mangers should utilise each skill when it is necessary or appropriate to a situation.

5.  Management skills are important in the motivation of employees. Staff that are more motivated will work toward better toward the achievement of organisational objectives. People skills and relationship building is seen as becoming increasingly important. Refer to chapters 2.9 & 2.10 to complete Task Two – Summary to provide an explanation of each of the skills listed and a discussion of when each skill may be used/applied

6.  Decision making and problem solving are two important skills for managers to possess. They are similar in nature.  Generally decision making refers to developing a proactive solution to a situation – perhaps identified in a SWOT analysis. Problem-solving is seen as reactive, analysing a situation that is not working well and finding the best solution.  It is recommended that a systematic approach to decision making and problem solving is undertaken (much like the ‘steps in planning’). A common methodology adopted by management is known as DODDSE – Define, Outline, Decide, Develop, Select, Evaluate

7.  As well as adopting the methodology for solving the problem, managers must recognise the contexts that will affect their decision making.  CRU - These are a range of conditions under which managers are forced to make decisions:  Certainty – Things that will happen – decisions can be made with knowledge of outcomes  Risk – Things that might happen – decisions are made with a reasonable expectation of achievable outcomes  Uncertainty – What the hell will happen? – decisions are made ‘blind’ with no certainty of outcomes.

8. Refer to handout – Decision-Making & Problem Solving – to complete Task Three and provide a summary of the decision making and problem solving process Refer to handout – Decision-Making & Problem Solving. Summarise the 5 key points in the introduction