Managerial resourcefulness: a reconceptualization of management skills

Abstract

The diverse nature of the prevailing conceptualizations of skills required for successful managerial performance hinders our understanding of the phenomenon. This paper examines the limitations to our understanding of nature of managerial skills based on the analysis of managerial jobs that are often non-routine, programmed and ill-structures. A framework that distinguished between managerial “skills” and “competencies” along several dimensions such as specific generic task driven-person driven and transferable non-transferable is suggested as a possible alternative mode of conceptualization.