The main question throughout Katz’s reading is ‘what are the most recognizable skills for an effective administrator?’ Katz identified three perceptible skills that every great manager contains and they are technical, human, and conceptual skills (1955). Moreover, the miscellaneous levels of managerial position is also essential because they distinguish those three skills. Katz examined three levels – lower, higher and the top – and it is very interesting to see how they are interrelated and require different weights on different levels. At lower levels technical and human skills come first, at higher level human and conceptual skills are more substantial and conceptual skill for the top levels of management (Katz, 1955).
Refer to those three different levels, the Mikes Bikes team working is at the lower level which means technical and human skills are the most critical. Every team member is under the position in divergent part so we have to have good knowledge and techniques in our role. As a CFO, I found my role is quite tough and stressful where the task is watching every decision the team make and pay attention to all that cash flow and obviously I’m conscious about the importance of CFO in the team. Thus, whenever our SHV goes down or did not perform well I feel very disappointed at myself and push myself to expand knowledge for better results in the next rollover.
Katz (1955) emphasized the purpose of the article, “the approach is based not on what good executives are (their innate traits and characteristics), but rather on what they do (the kind of skills which they exhibit in carrying out their jobs effectively)” (p.91). I believe I can build up myself to an effective CFO and for that, I need to deepen my technical skill up to higher level. Fortunately, I have a team that are all enthusiastic and very supportive each other. This will indeed greatly affect achieving my goal to becoming an active CFO.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33--42.