NAMA : ERICA GUSTI DEVIANAWATI
KELAS : 1EA01
NPM : 13214599
SKILLS MANAGEMENT
Skills management is the practice of
understanding, developing and deploying people and their skills.
Well-implemented skills management should identify the skills that job roles
require, the skills of individual employees, and any gap between the two.
The skills involved can be defined by the organization concerned, or by
third party institutions. They are usually defined in terms of a skills
framework, also known as a competency framework or skills matrix. This consists
of a list of skills, and a grading system, with a definition of what it means
to be at particular level for a given skill.
To be most
useful, skills management must be an ongoing process, where individuals assess
and update their recorded skill sets regularly. These updates should occur at
least as frequently as employees' regular line manager reviews, and certainly
when their skill sets change. Skills management systems record the results of
this process in a database, and allow analysis of the data, typically to assist
with project staffing or hiring decisions.
To perform management functions and assume multiple roles,
managers must be skilled. Robert Katz identified three managerial skills
essential to successful management: technical, human, and conceptual. Technical skill involves process or
technique knowledge and proficiency. Managers use the processes, techniques and
tools of a specific area. Human skill involves the ability to interact
effectively with people. Managers interact and cooperate with employees.
Conceptual skill involves the formulation of ideas. Managers understand
abstract relationships, develop ideas, and solve problems creatively. Thus,
technical skill deals with things, human skill concerns people, and conceptual
skill has to do with ideas.
A manager's level in the organization
determines the relative importance of possessing technical, human, and
conceptual skills. Top level managers need conceptual skills that let them view
the organization as a whole. Conceptual skills are used in planning and dealing
with ideas and abstractions. Supervisors need technical skills to manage their
area of specialty. All levels of management need human skills so they can
interact and communicate with other people successfully.
As the pace
of change accelerates and diverse technologies converge, new global industries
are being created (for example, telecommunications). Technological change
alters the fundamental structure of firms and calls for new organizational
approaches and management skills.
There are different types of skills
in the corporate world. Soft Skills, communication skills, business writing,
corporate presentation, public speaking, sales, marketing, leadership and
managerial skills are few of the skills.
Skills
management provides a structured approach to developing individual and
collective skills, and gives a common
Individual
employees
As a result of skills management,
employees should be aware of the skills their job requires, and any skills gaps
that they have. Depending on their employer, it may also result in a personal
development plan (PDP) of training to bridge some or all of those skills gaps
over a given period. Employees gain from improved identification and
understanding of their own strengths and weaknesses, from being able to set
personal goals, and to understand the value they bring to the organisation
(which in turn can boost morale)
Line
managers
Skills
management enables managers to know the skill strengths and weaknesses of
employees reporting to them. It can also enable them to search for employees
with particular skill sets (e.g., to fill a role on a particular job.)
Organization
executives
A
rolled-up view of skills and skills gaps across an organization can enable its
executives to see areas of skill strength and weakness. This enables them to
plan for the future against the current and future abilities of staff, as well
as to prioritise areas for skills development.
SUMBER
:
http://en.m.wikipedia.org/wiki/Skills_management
KALIMAT
AKTIVE AND PASSIVE :
1. Aktive : They are usually defined
in terms of a skills framework, also known as a competency framework or skills
matrix.
Passive : The usually defined in
terms of a skills framework,also known as a competency framework or skills
matrix by them
2. Aktive : Robert Katz identified
three managerial skills essential to successful management
Passive : three managerial skills essential to be
successful management identified by Robert katz
3. Aktive : Managers use the processes,
techniques and tools of a specific area
Passive : the processes, techniques and tools of a specific
area by manager
4. Aktive : Managers interact and
cooperate with employees
Passive : Interact and cooperate
with employees by manager
5. Aktive : Managers understand
abstract relationships, develop ideas, and solve problems creatively
Passive : understand abstract
relationships, develop ideas , and solve problems creatively by manager
6. Aktive : Employees
gain from improved identification and understanding of their own strengths and
weaknesses
Passive :improved identification and
understanding of their own strengths and weaknesses by employees
7. Aktive : Top level managers need conceptual skills
that let them view the organization as a whole
Passive : the organization as a
whole need conceptual skills that let them by the top level manager
8. Aktive : Human skill involves the
ability to interact effectively with people
Passive : the ability to interact
effectively with people by human skill
9. Aktive : Managers must be skilled
Passive : Skilled being must by manager
10. Aktive : Skills
management enables managers to know the skill strengths and weaknesses of
employees reporting to them
Pasif : Manager to know the skill
strengths and weaknesses of employess reporting to them by skill management
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