Managerial skills

Since a fair allocation of costs requires considerable technical knowledge of operations in the chemical-process industries, a close liaison between the senior process engineers and the accountants in a company is desirable. Indeed, the success of a company depends on a combination of financial, technical, and managerial skills. 

Generally improved performance, which came in various guises such as heing able to do one s job better and more efficiently, better managerial skills, and more rapid readjustment to one s work role after a long break. ... 

A team leader should be objective, independent, and competent in both administrative and managerial skills as well as technical incident investigation skills. Many of the leader s activities involve coordination and communication with both the team and others, including site management. 

The traditional appraisal scheme involves the manager appraising the performance of staff members on a one to one basis. These can be well-conducted conversations on an individual s performance but do have the capacity to become authoritarian and dictatorial. Competency based appraisals are those where performance is appraised against clearly identified competencies and are not concerned with personality or character traits. 360° appraisal, as its name implies, involves getting feedback on a person s performance from contacts all on fronts. Upward appraisal is a method used by managers basically to improve their personal performance. Getting the views from their own staff on their managerial skills does this. 

Having dealt with the selection and evaluation of projects for R D, the steps in the Innovation Chain and the importance of time compression management in the introduction of new products, the next topic to cover is the management of projects, with particular emphasis on the managerial skills that are required. 

The nature of the project will define the managerial skill requirements of the leader. 

Let us accept, for the sake of argument, that the incentive problem is as serious as this objection presupposes. I stilt do not believe that it succeeds. It rests on a historical notion of feasibility that is not the relevant one in the present context. Abolishing exploitation without making the exploited worse off may not be feasible in the present historical situation, but it surely is feasible in a different and more relevant sense, which we may refer to as physical feasibility. Since workers under capitalism work hard, entrepreneurs use their managerial skills and capital-owners reinvest part of their profit, we know that there are no physical barriers to implementing the non-exploitative alternative. The proposal is not Utopian in the sense in which it is Utopian to assert that everybody could be a Raphael or even a Leonardo (2.2.7). I "Ought implies... 

In capitalism, there can be socialist exploitation by the skilled as well as capitalist exploitation by the capital owners. In socialism, capitalist exploitation is eliminated, only socialist exploitation remains, to be eliminated under communism. 1 do not think this re-conceptualization of exploitation is very helpful. It replaces the ill-defined notion of labour content by another that is hardly in better shape, namely the idea of "withdrawing with one s per capita share of society s intangible assets", that is skills. Even as a thought experiment, it remains unclear how the workers are to take with them their share of the managerial skill, while leaving the managers behind them. ... 

The incentive problem is difficult to treat within the exploitation framework, since it presupposes that the entrepreneur has some non-producible managerial skills by virtue of which he earns more than the workers. As observed in 4.1.5 this allows us to compare his income with theirs, and to characterize the difference as unjust. It does not, however, allow us to compare the labour equivalent of his income with the labour he performs and characterize the discrepancy as exploitative, since there is no common standard that we can use for a comparison. I should repeat that a basic premise in the argument that the income difference is unjust is that skilled work is rewarding in itself, or at least does not have any greater disutility than other work. If this fails to hold, It may indeed be just to pay the skilled manager for the (to him) unpleasant task of putting his rare skills at the service of society. 

Hounshell and Smith, Science and Corporate Strategy, ch. 22. See Robert A. Burgelman and Leonard R. Sayles, Inside Corporate Innovation Strategy, Structure and Managerial Skills (New York Free Press, 1986), esp. chs. 1, 8, 9 see also Norman Fast, The Rise and Fall of New Venture Divisions (Ann Arbor, MI UMI Research Press, 1979). 

The production manager should be a qualified registered pharmacist He should be adequately trained and possess good practical experience in the field of pharmaceuticals manufacturing and managerial skill, which can enable him to perform his function professionally. 

Akira Kudo, Japanese technology absorption of the Haber-Bosch Method The case of the Taki Fertilizer Works, in David J. Jeremy, ed.. The Transfer of International Technology Europe, Japan and the USA in the Twentieth Century (Aldershot Edward Elgar, 1992), pp. 33-56 and idem, I.G. Farben in Japan The transfer of technology and managerial skills, Business History, 36 (1994), 159-183. 

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