Management and Business Skills.

Management and Business skills are the cornerstone of any business literally speaking. These skills although in some people they come natural in many cases they are taught and improved over time and through comprehensive  various experiences. Charismatic leaders normally have this quality and improve their articulacy embed in them - metaphorically! These two quality work in close relation because for an organisation or company to exist these are the orchestrators of the objectives fundamentally underlined for the intended business. Hence defining skill as the ability to do something well - expert. 

While we are looking at these major topics we also need to realise and acknowledge that not everyone can adapt to these skills. However over time promotions arise and see others shifted to these high profile positions mainly because of great track records or precedence within a company/organisation they might be obliged to second individuals for promotion. Therefore these individuals will have to be educated, coached and assessed before they are fully assigned to these tasks in order to get in sync with the working environment.

The UK’s prosperity depends on how many people are in work and how productive these people are in the workplace. Skills, and how they are used, are a key determinant of labour productivity. Increases in skills levels thus translate into higher productive and prosperity for the UK economy. Higher overall skills levels and also lead to greater social cohesion.

For individuals, skills are important for their employment and earning potential as this is dependent on skills levels, for instance employment rates for the least qualified have fallen almost every year from 1992. Skills are also associated with a range of non-financial benefits such as improved health and wellbeing. For further information on the value of skills, see the UK Commission for Employment and Skills (UKCES) report on the value of skills¹.

In order to improve the UK’s skills profile it is not enough to focus on initial education and training. On the contrary, almost two thirds of the 2020 work force is already at work, so continuing workforce training and development, adult training and vocational training are more important than ever to the UK’s prosperity.

Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams.

The term ‘front-line managers’ is rather more specific and normally refers to line managers in the lower layers of the management hierarchy – that is, where the employees who report to them do not themselves have any managerial or supervisory responsibility. Front-line managers are often promoted from within and are unlikely to have formal management education.

Typically the management responsibilities carried out by line managers (particularly front-line managers) might include:

• day-to-day people management
• managing operational costs
• providing technical expertise
• organisation of work allocation and rotas
• monitoring work processes
• checking quality
• dealing with customers/clients
• measuring operational performance.

As examined in detail below, line managers in many organisations also carry out activities that have traditionally fallen within the remit of HR such as providing coaching and guidance, undertaking performance appraisals and dealing with discipline and grievances. They also often carry out tasks such as recruitment and selection or pastoral care in conjunction with HR. 

 http://www.cipd.co.uk/binaries/5837%20Employee%20Outlook%20(WEB).pdf