This study is anchored on the three management skills of Annaraud (2004.) These are technical, conceptual and human relation skills in restaurant management.Managerial skills refer to a knowledge and ability of the individual to fulfill some specific managerial activities or tasks (Sutevski, 2009.)Managers are the ones to attend in every task which falls under his responsibility.
First is on Technical skill; it is the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job (Robbins, 2001). Most restaurants and fast foods managers develop their capabilities and skills during their trainings. According to Katz (1974), technical skill involves …show more content…
Refer to the ability to build good relationship with employees and to understand their values and goals required managers to possess good human relation skills. Human relation skills focus on working with people (Annaraud, 2004). Managers should know what their employees background so that they can get along well inside or outside the working premises. Since managers get things done through other people, they must have good human skills to communicate, motivate, and delegate (Robbins, 2001). Managers must handle their employees well because employees’ job satisfaction will also result to customer satisfaction. Katz (1974), further explained that the person with highly developed human skill is conscious of his own attitudes, beliefs, and assumptions about other individuals and groups; he is able to observe the usefulness and limitations of these feelings. By accepting the existence of opinion, perceptions, and beliefs which are different from his own, he is skilled in understanding what others really mean by their words and behavior. He is equally skillful in communicating to others, in their own circumstances, what he means by his behavior. Human relations skills include adaptability/ flexibility, customer relations, dependability, listening, motivation, objectivity, responsibility, and time management are the key to reducing turnover, motivating employees and satisfying …show more content…
According to Annaraud (2004), conceptual skills are important in decisions about unusual situations and in dealing with changes in the work environment. Managers should consider the overall welfare of the establishment including the smallest details to achieve the specific objectives of the company. Robbins (2001) interpreted conceptual skills as the mental ability to analyze and diagnose complex situations. Decision making, for instance, requires managers to spot problems, identify alternatives that can correct them, evaluate those alternatives, and select the best one. Managers can be technically and interpersonally competent yet still fail because of an inability to rationally process and interpret information. It is essential for a manager to have the ability to think wisely by weighing things if the decision or actions to be made will all favorable and beneficial.
The success of any decision depends on the conceptual skill of the people who make the decision and those who put it into action. For instance, an important change in marketing policy is made, it is essential to consider the effects on production, control, finance, research, and the people involved. And it remains important right down to the last executive who must carry out the new policy (Katz, 1974). Conceptual skills include Creative Thinking, Employee Relations, Initiative, Interpersonal Communication, Leadership, Problem Solving, Quality Management, and Team Work
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First is on Technical skill; it is the ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job (Robbins, 2001). Most restaurants and fast foods managers develop their capabilities and skills during their trainings. According to Katz (1974), technical skill involves …show more content…
Refer to the ability to build good relationship with employees and to understand their values and goals required managers to possess good human relation skills. Human relation skills focus on working with people (Annaraud, 2004). Managers should know what their employees background so that they can get along well inside or outside the working premises. Since managers get things done through other people, they must have good human skills to communicate, motivate, and delegate (Robbins, 2001). Managers must handle their employees well because employees’ job satisfaction will also result to customer satisfaction. Katz (1974), further explained that the person with highly developed human skill is conscious of his own attitudes, beliefs, and assumptions about other individuals and groups; he is able to observe the usefulness and limitations of these feelings. By accepting the existence of opinion, perceptions, and beliefs which are different from his own, he is skilled in understanding what others really mean by their words and behavior. He is equally skillful in communicating to others, in their own circumstances, what he means by his behavior. Human relations skills include adaptability/ flexibility, customer relations, dependability, listening, motivation, objectivity, responsibility, and time management are the key to reducing turnover, motivating employees and satisfying …show more content…
According to Annaraud (2004), conceptual skills are important in decisions about unusual situations and in dealing with changes in the work environment. Managers should consider the overall welfare of the establishment including the smallest details to achieve the specific objectives of the company. Robbins (2001) interpreted conceptual skills as the mental ability to analyze and diagnose complex situations. Decision making, for instance, requires managers to spot problems, identify alternatives that can correct them, evaluate those alternatives, and select the best one. Managers can be technically and interpersonally competent yet still fail because of an inability to rationally process and interpret information. It is essential for a manager to have the ability to think wisely by weighing things if the decision or actions to be made will all favorable and beneficial.
The success of any decision depends on the conceptual skill of the people who make the decision and those who put it into action. For instance, an important change in marketing policy is made, it is essential to consider the effects on production, control, finance, research, and the people involved. And it remains important right down to the last executive who must carry out the new policy (Katz, 1974). Conceptual skills include Creative Thinking, Employee Relations, Initiative, Interpersonal Communication, Leadership, Problem Solving, Quality Management, and Team Work
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