Prioritizing Managerial Skills Based on Katz s Theory in Physical Education Offices of Universities in Iran

Transcription

1 World Applied Sciences Journal 0 (3): , 01 ISSN IDOSI Publications, 01 DOI: /idosi.wasj Prioritizing Managerial Skills Based on Katz s Theory in Physical Education Offices of Universities in Iran 1 3 Afshari Mostafa, Honari Habib, Qafouri Farzad and Jabari Nahid 1 Department of Physical Education, Shahr-e-Rey Branch, Islamic Azad University, Tehran, Iran Department of Physical Education, Allame Tabatabaei University, Tehran, Iran 3 Department of Physical Education, Salmas Branch, Islamic Azad University, Salmas, Iran Abstract: Today, managers should play different roles to do management task and subsequently they need different skills. Prioritizing skills in management positions is one of challenges in top management especially in physical education offices in universities. The purpose of present study was to prioritize managerial skills based on Katz s theory in physical education offices of universities in Iran. It was descriptive study. Data collection was done through field study. Population composed of managers of physical education offices (41) and specialists of sport management. Finally, there were 31participants (0 managers of physical education offices and 11 specialists of sport management). Instrument was Managerial Skills Questionnaire developed by Goodarzi (00). The reliability was desirable ( =0.973). Normality of data distribution and significance of hypotheses were measured by Kolmogorov-Smirnov test, independent-samples T-test and Friedman test. Results showed that there was significant difference between managerial skills in physical education offices of universities ( (df=) = 5.197, p<0.05). The priority was referred to human skill (MR=.84), followed by conceptual skill (MR=.13) and followed by technical skill (MR=1.03) respectively. It was concluded that human skill is prominent in hierarchy of management and organization. Key words: Specialist Managers of physical education offices Managerial Skills Human skill INTRODUCTION has triplet managerial skills (conceptual, human and technical) developed separately [7]. Conceptual skill is a Management is one of relatively important and basic mental ability related to coordination of all activities in privileges in uncertain competitive environment of organization [8]. Reham, Larry and Gavin (009) reported organizations. A management title is allocated to each that the relationship between strategic skills and division of economics. Effective and efficient management managerial performance is mediator of integration of assure achievement of organization to access strategy production supply [9]. Human skill is the ability of and goal [1]. Management is significant in universities cooperation and motivation in individual and group level. and scientific places as educational centers of human Managers need strong human skill in communication, force []. Managerial skills are one of reasons in motivation and delegation of authority [10]. El Sabaa consecutive organizational successes. Management (001) believes that human skill of project managers effectiveness and efficiency require managerial skills [3]. strongly affects management method [11]. Moreover, Triplet managerial skills clarify to reconsider educational Huemann (010) did a case study of a telecommunication programs and selection of management in future [4]. company. Human resource and service management are Gilsing and Guysters (008) believe that consecutive essential to modify official structure into practically achievements come from research and knowledge commercial company [1]. Technical skill is the same as followed by novelty in organization [5]. Katz (1974) Fayol s technical ability. This skill requires working with believes that skill shows ability which mostly presented instruments. It is the most familiar skill for being the in performance and rarely hidden in potentiality [6]. commonest [13]. Belzer (001) describes technical skill as According to Katz s theory (1991), a successful manager missing link necessary in achievement [14]. Corresponding Author: Mostafa Afshari, Department of Physical Education, Shahr-e-Rey Branch, Islamic Azad University, Tehran, Iran. Tel:

2 Mann (1984) indicated four types of managerial skills Rosenbusch (009) found slightly significant association including technical skill, human skill, administrative skill between human capital with achievement of managers and and institutionalized skill [15]. Koontz and Weihrich (1988) entrepreneurs [34]. Dimensions of knowledge and skill added skills of designing and problem-solving to Katz s were associated more than education and experience. theory. They are mostly related to skills of top However, it does not indicate high value of human capital management [16]. Montel, Meredith, Shafer and Sutton considered in entrepreneurship and management literature (004) categorized six managerial skills composed of [35]. communication, organization, team-making, leadership, Mostly, managerial skills have been studied in compatibility and specialization [17]. Supervising and relationship with other variables. There was a lack of operational management requires considerable technical study to prioritize managerial skills in physical education skills however top management does not need as much. offices of universities based on attitudes of managers of Top managers require skills of decision making, planning, physical education offices and specialists of sport organizing, goal-making and policy-making [18]. Aminian management. Management of human resources tries to (004) examined the relationship between managerial skills select competent individuals in management and this (technical, human, conceptual) and managerial position is momentous in academic and cultural performance in female management. Managerial environment of universities [36]. Therefore, the purpose performance was related to managerial skills [19]. of present study was to prioritize managerial skills based Moreover, managerial effectiveness was positively related on Katz s theory in physical education offices of to managerial skills [0, 1]. Moosavi (1998) studied universities based on attitudes of managers of physical managerial skills (technical, human, conceptual) in education offices and specialists of sport management. educational, medical and therapeutic centers in medical sciences and health servicing of Shahid Beheshti MATERIALS AND METHODS University []. Scientific information of managers was weak about managerial skills. Entesari (001) and It was descriptive study. Data collection was done Sattari (003) expressed scientific information of through field study. Population composed of managers managerial skills moderately in management of junior high of physical education offices (30) and specialists of school and high school [3, 4]. Bigdeli (001) and sport management. Finally, there were 31participants Seid Shoja (006) found that technical skill, conceptual (0 managers of physical education offices and 11 skill and human skill are preferred respectively in specialists of sport management). Instrument was management [5, 6]. But, Fartash Esfahlan (004) questionnaire. A division of questionnaire was devoted knew that conceptual skill, human skill and technical to demographic characteristics. Moreover, Managerial skill are preferred respectively in management [11]. Skills Questionnaire developed by Goodarzi (00) was Goodarzi (00) understood significant relations between used. Participants responded to 44 items in Managerial triplet managerial skills in different organizational levels Skills Questionnaire using a 5-point Likert Scale ranging [7]. from 1 (strongly disagree) to 5 (strongly agree). It Frans, Bosch and Raymond (000) classified composed of three dimensions including conceptual managerial skills into organizational behavior and job skill (15 items), human skill (17 items) and technical skill content [8]. Seng, Kleiner, Roberts and Roth (1999) (1 items) [7]. The reliability was desirable ( =0.973). declare that Katz s theory lacks division of certain Descriptive statistics (i.e., mean, standard deviation) environments and organizations. They believe general was used to categorize data. Normality of data distribution skill, special skill, business skill and certain organizational and significance of hypotheses were measured by skill as managerial skills [9]. Human skill is prominent in Kolmogorov-Smirnov test, independent-samples T-test operational management [30]. Managerial skills are and Friedman test. effective in management communication to satisfy stakeholders [31]. Pant and Barondi (008) found that RESULTS academic learning of technical and human skill in project management is worthwhile [3]. Murali, Mohani and Firstly, descriptive statistics are considered. Then, Yuzliani (009) declared that personal abilities and inferential statistics are followed. managerial skills are positively related to skill of Figure 1 shows distribution of frequency percent of identifying opportunities [33]. Unger, Rauch, Frese and managers based on educational certificate. 389

3 Fig. 1: Frequency percent of managers based on educational certificate Fig. : Frequency percent of managers based on educational field According to Figure 1, there were 10% B.A. educated managers,45% M.A. educated and 45% Ph.D. educated. All the specialists of sport management had doctrine certificate. Figure shows distribution of frequency percent of managers based on educational field. Figure presented that educational field of managers. There were 90% of them educated from physical education and 10% from other educational fields. All the sport management specialists had the degree of doctorate in sport management and planning. Table 1 shows distribution of frequency and frequency percent of managers and specialists based on length of service. As presented in Table 1, there were 75% of managers experienced in managerial position between 1-15 years. There were 8% of specialists experienced between 11-5 years. Table 1: Length of service devoted to managers and specialists Managers Specialist Range Frequency Percent Range Frequency Percent 1-5 years years years years years years years years years years 1 9 Total total Notes. One of specialists had no experience of managerial position Table : The priority of conceptual skills Rank Conceptual skills MR 1 Discipline Creativity Provident Recognition of strength and weakness Goal-making Prioritizing in organization Mental stability Comprehensive planning Identification of organizational structure Evaluation of planning effectiveness Articulation of strategy Time management Ability of prediction Identification of informal organization Multi-job 3.8 Table 3: The priority of human skills Rank Human skills MR 1 Good-temper 1.71 Communicational skill Conducting a meeting Intra-organization relations Team inspiration Informing Motivating Negotiation Disturbance handler Controlling conflict Lecturing Supervising Official correspondence Report generation Delegation of authority Doing formalities Individual work 5.13 Table 4: The priority of technical skills Rank Technical skills MR 1 Managerial knowledge and experience 8.69 Evaluation of performance Labor division Operational planning Absorption and retention of human force Definition of labor Sport law Research and development of sport Computer skill Financial management Non-sport knowledge and experience in management Marketing 4.3 Table indicates the priority of conceptual skills based on attitudes of managers of physical education offices and specialists of sport management. 390

4 Table 5: The difference in managerial skills T df Sig Mean difference Standard error difference Conceptual skill Human skill Technical skill DISCUSSION Fig. 3: The priority of managerial skills The selection of competent manager according to There was significant difference between conceptual criteria of management position is prominent in skills in management of physical education offices in organization. Significance of managerial skills is focused universities ( (df=14) = , p<0.05). According to in modern growing competitive environments. The Table, the priority was referred to discipline (MR=10.39), managers of physical education offices also need creativity (MR=9.39) and provident (MR=9.1) managerial skills to have efficient performance in respectively. universities where is a complicated scientific environment. Table 3 indicates the priority of human skills based The purpose of present study was to prioritize managerial on attitudes of managers of physical education offices skills based on Katz s theory in physical education offices and specialists of sport management. of universities in Iran. There was significant difference between human skills We found that there was significant difference in management of physical education offices in between conceptual skills in management of physical universities ( (df=16) = 94.9, p<0.05). According to education offices in universities. The priority was referred Table 3, the priority was referred to good-temper to discipline, creativity and provident respectively. (MR=1.71), communicational skill (MR=10.8) and The founding was in consistent with founding of conducting a meeting (MR=10.65) respectively. Seid Shoja [6]. Discipline, creativity and ability of Table 4 indicates the priority of technical skills based provident are effective to develop organization. on attitudes of managers of physical education offices Moosavi (1998) investigated the relationship between and specialists of sport management. organizational structure and staff manager s creativity in There was significant difference between technical physical education organization. There was relationship skills in management of physical education offices in between structure and creativity. The more formalization universities ( (df=11) = 60.69, p<0.05). According to and centralization exist, the less creativity is provided []. Table 4, the priority was referred to managerial Carlisle and McMillan (005) also focused on flexibility to knowledge and experience (MR=8.69), evaluation of make creativity in organization [37]. Baron (007) performance (MR=7.84) and labor division (MR=7.74) understood that subtlety and alertness of managers were respectively. associated to cognitive skills like individual intelligence Figure 3 indicates the priority of managerial skills and creativity [38]. based on attitudes of managers of physical education Moreover, we found that there was significant offices and specialists of sport management. difference between human skills in management of There was significant difference between managerial physical education offices in universities. The priority skills in management of physical education offices in was referred to good-temper, communicational skill and universities ( (df=) = 5.197, p<0.05). As presented in conducting a meeting respectively. Good-temper and Figure 3, the priority was referred to human skill respect lead to rapport in organization and sport interest (MR=.84), followed by conceptual skill (MR=.13) and in university. Sometimes, unreliability and formal followed by technical skill (MR=1.03) respectively. communication are problematic. Hosseininia (1996) 391 Table 5 indicates the difference in managerial skills based on attitudes of managers of physical education offices and specialists of sport management. According to Table 5, there was not significant difference in managerial skills based on attitudes of managers of physical education offices and specialists of sport management (p>0.05).

5 declared lack of relationship between educational level sport management. It is debatable that human skill was and human skill in managers of renovation, development preferred by managers of physical education offices and and equipment of schools however other skills were specialists of sport management. It can be resulted from related [1]. Human skill was significant in first-line similar physical education and management experiences supervisors and operational managers [30]. of them. There were 90% of managers educated from Furthermore, we found that there was significant physical education with M.A. and doctrine certificate and difference between technical skills in management of 75% of them experienced in managerial position more than physical education offices in universities. The priority five years. Moreover, all the specialists of sport was referred to managerial knowledge and experience, management had doctrine certificate and 8% of evaluation of performance and labor division respectively. specialists experienced more than five years. Hosseini (1997) also found significant difference between Eventually, human skill is emphasized in management. technical skills in management. Sport management Human skill is prominent in hierarchy of management and knowledge and experience are required in management organization. The authority should develop managerial positions in sport organizations then Managers know skills especially human skill in management. The ministry tasks and duties better. It provides effectiveness and of sciences should consider on-job training for managers efficiency [39]. Moosavi (1998) understood that 67% of of physical education offices in universities to develop managers with three years experiences had more managerial skills. Top manager of university with high prosperity in managerial position in educational, medical managerial skills can select appropriate manager in and therapeutic centers in medical sciences and health physical education offices in universities. A wellservicing of Shahid Beheshti University in Iran. organized management is reassuring in success of sport Atmosphere of sport management is optimistic in in universities. universities since 75% of managers experienced managerial position between 1-15 years []. REFERENCES We also found that there was significant difference between managerial skills in management of physical 1. FardiAzar, A.R., 00. The comparison between AHP education offices in universities. The priority was referred and TOPSIS in measuring managerial skills (technical, to human skill, followed by conceptual skill and followed human, conceptual). A thesis presented in partial by technical skill respectively. It was expected that fulfillment of the requirements for the degree of technical skill was preferred in management in universities master in management. Tehran University, Iran. whereas the position was operational management.. Fattah, N., The association between leadership Some studies are in consistent with our founding styles and organizational climate with productivity in [0, 40, 7, 7] and some are in contrast with ours [5, 3, educational managers: An educational management 11]. Hosseininia (1996) found human skill and conceptual framework. Economics and Management, pp: skill preventive factors of organizational effectiveness in 3. Mirsepassi, N., 199. The development of organization of renovation, development and equipment. management skill. Management Studies, 8: 3. The conflicts of results are derived from different studied 4. Zaleznik, A., 199. Formal training in a growing population and direct association between technical skills enterprise. Harvard Business School. with knowledge and educational level of managers. It was 5. Gilsing, V.A. and G.M. Guysters, 008. found that 90% of managers educated from physical Understanding novelty creation in exploration education with M.A. and doctrine certificate [1]. networks, structural and relational embeddedness Therefore, it is promising to have fair relationship between jointly considered. Technovation, 8(10): education and technical skill in managers of physical 6. Katz, R., Skill of an effective administrator. education offices in universities. Pant and Barondi (008) Harward Business Review. entitled human skill as soft skill and considered it more 7. Katz, R., Skills of an effective administrator. important than technical skills in educational programs Harward Business Review. Business classic. Fifteen [3]. Human skills such as teamwork and team Key Concepts for Managerial Success. development build organizational goals [9]. 8. Robbins, S., 007. The basis of management. Finally we found that there was not significant Translated by Seid Mohammad Arabi and difference in managerial skills based on attitudes of Mohammad Ali Rafeei. Tehran, the Office of Cultural managers of physical education offices and specialists of Research, Iran. 39

6 9. Reham, A.E., G. Larry and L.F. Gavin, 009. A 1. Hosseininia, M., The relationship between strategic skill based model of supplier integration and its effect on supply management performance. Industrial Marketing Management, 38: Robbins, S., Organizational Behavior. Englewood Cliffs. N.J. Prenric Hall. 11. Fartash Esfahlan, Z., 004. Examining educational requirements of managerial skills (technical, human, conceptual) in managers of business organization through attitude of staff and managers in East Azarbayjan. A thesis presented in partial fulfillment of the requirements for the degree of master in management. Shahid Beheshti University, Tehran, Iran. 1. Huemann, M., 010. Considering human resource management when developing a project-oriented company: Case study of a telecommunication company. International Journal of Project Management, 8: Griffin, R., Management.Houghton Mifflin. 14. Belzer, K., 001. Project management. Still more art than Science. A Paper, pp: Marshall, S. and M. William, Organizational behavior concepts and experiences. U.S.A. Prentice. 16. Koontz, H. and H. Weihrich, Management. Singapore. Hill. 17. Montel, S.J., J.R.S. Meredith, S.M.S. Shafer and M.M. Sutton, 004. Core/concepts: Project nd management in practice ( ed.). John Wiley and Sans. New York. 18. Hersey, P. and K. Blanchard, The management of organizational behavior. Translated by Ali Alaqeband. Tehran, Amir Kabir Press, Iran. 19. Aminian, M., 004. The relationship between managerial skills (technical, human, conceptual) and managerial performance in female management st through attitude of high school teachers in 1 area of Tehran in academic year. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Al-Zahra University, Tehran, Iran. 0. Ahmadi, A., 00. The relationship between managerial skills (technical, human, conceptual) and effectiveness in high school managers through attitude of teachers in school year. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Shahid Beheshti University, Tehran, Iran. managerial skills (technical, human, conceptual) and effectiveness in managers of renovation, development and equipment of schools through attitude of staff. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Shahid Beheshti University, Tehran, Iran.. Moosavi, M., Managerial skills (technical, human, conceptual) in educational, medical and therapeutic centers in medical sciences and health servicing of Shahid Beheshti University. A thesis presented in partial fulfillment of the requirements for the degree of master in medical sciences. Medical Sciences of Shahid Beheshti University, Iran. 3. Entesari, N., 001. Educational requirements of managerial skills (technical, human, conceptual) during on-job training of female junior high school managers in Tehran. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Tehran University, Tehran, Iran. 4. Sattari, S., 003. The relationship between managerial skills (technical, human, conceptual) and educational development in male high schools of Tehran through attitude of teachers. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Tehran University, Tehran, Iran. 5. Bigdeli, E., 001. Educational framework in junior high schools of Khodabandeh: A case study. A thesis presented in partial fulfillment of the requirements for the degree of master in educational management. Tehran University, Tehran, Iran. 6. Seid Shoja, N.S., 006. Identifying managerial skills (technical, human, conceptual) in development of educational program in managers of Tejarat Bank. A thesis presented in partial fulfillment of the requirements for the degree of master in management. Shahid Beheshti University, Tehran, Iran. 7. Goodarzi, M., 00. The framework of managerial skills (technical, human, conceptual) in management of physical education organization in Iran. A dissertation presented in partial fulfillment of the requirements for the degree of doctrine in sport management. Tarbiat Modares University, Tehran, Iran. 393

7 8. Frans, A.J., V.D. Bosch and V.W. Raymond, Seid Ameri, M.H., 000. Triad framework of leadership Creation of managerial capabilities through styles, creativity and effectiveness in sport managers managerial knowledge integration: A competence- of universities in Iran. A dissertation presented in based respective. Department of strategy and partial fulfillment of the requirements for the degree business environment, Netherlands. of doctrine in sport management. Tarbiat Modarres 9. Seng, P., A. Kleiner, C. Roberts and G. Roth, University, Tehran, Iran. The Dance of change.london/ Nicholas Barrel 37. Carlisle, Y. and E. McMillan, 005. Innovation from a Publishing. Ltd. complex adaptive systems perspective. Complexity 30. Williams, W., Training in administration and and Society Conference, Management Stream human relation. Personal paper in Washington Conference Proceedings, University of Liverpool, University September. 31. Bourne, L. and D.H.T. Walker, 004. Advancing 38. Baron, A., 007. Opportunity recognition as pattern project management in learning organization. Learn recognition: How entrepreneurs connect the dots Organization, 11: to identify new opportunities, Academy of 3. Pant, I. and B. Barondi, 008. Project management Management Perspectives, 0: education: The human skills imperative. International 39. Hosseini, H.A., Managerial skills (technical, Journal of Project Management, 6(): human, conceptual) of managers in nursing servicing 33. Murali, S., A. Mohani and Y. Yuzliani, 009. Impact of through attitude of nurses in Rafsanjan. A thesis personal qualities and management skills of presented in partial fulfillment of the requirements for entrepreneurs on venture performance in Malaysia: the degree of master in medical sciences. Medical Opportunity recognition skills as a mediating factor. Sciences of Kerman University, Iran. Technovation, 9(11): El Sabaa, S., 001. The Skills and Career path of an 34. Unger, J.M., A. Rauch, M. Frese and N. Rosenbusch, effective project manager. Int. J. Promanage, 19: Human capital and entrepreneurial success: A meta-analytical review. Journal of Business Venturing. In Press, Corrected Proof. 35. Rauch, A., M. Frase and A. Utsch, 009. Effects of human capital and long-term human resource development growth of small-scale business. A Causal Analysis, Entrepreneurship Theory and Practice, 9: