Managerial Skills

1. Conceptual Skills

Involve the ability to think in abstract terms, conceptual skills allow a manager to see the 'big picture' and understand how the various parts of an organisations or idea can fit together. These skills are useful in a wide range of situations, including the optimization of goals set. Robbins (2000)

2. Analytic Skills

Employers expect managers to use analytic skills to identify problems correctly, generate reasonable alternatives, and select the 'best' alternatives to solve problems. Hughes, Kapoor and Pride (2008 pp243)

3 .Organisational Skills

It has been said that a poorly organised person invites crisis. A well organised manager will significantly reduce incidents caused by human error.

4. Self-Motivation

A motivated data centre manager will actively seek out ways to improve his data centre. Managers will only react to the immediate pressing needs, which could lead to preventable customer downtime when they are self-driven. Industry perspectives (2011)

5. Interpersonal Skills

Ability to deal effectively with other people, both inside and outside an organisation. Example the ability to relate to people, understand their needs and motives, and show genuine compassion. Pride, Hughes and Kapoor (2008 pp243)

6. Time Management Skills

Consists of the manager's ability to prioritise work, to work efficiently and effectively, and to delegate responsibility effectively. Nieuwenhuizen and Rossouw (2008 pp43)

2.3 Activities/Functions of Managers

Mullins (2010 pp432) Drucker identified five basic operations in the work of a manager and these are;

1. Set objectives

Determining what they should be and what the goals should be. They decided on what has to be done to reach these objectives and make them effective by communicating them to the people who are going to perform them

2. Organise

Analysing the activities, Decisions and relations needed. They classify the work, divide it into manageable activities and further divide the activities into manageable jobs.

3. Establish yardsticks

Making measurements available, which are focused on the performance of the whole organisation and which, at the same time, focus on the work of the individual and help them do it. Managers analyse, appraise and interpret performance

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