III.A. Management Skills and Abilities

1. Principles of management
Define and apply basic management principles (e.g., planning, leading, delegating, controlling, organizing, staffing, etc.) in various situations. (Apply)

2. Management theories, styles, and tools

Define and describe classic studies such as MacGregor's Theory X and Y, Ouchi's Theory Z, Herzberg's two-factor theory, and other theories of management style, and describe how management styles are influenced by organization size, industry sector, competitive position, etc. Identify basic elements of behavior tools used by managers such as the Myers-Briggs type indicator, the dominance, influence, steadiness, conscientiousness (DiSC) model, etc.

3. Interdependence of functional areas
Describe the interdependence of an organization's departments or functional areas such as human resources (HR), engineering, sales, marketing, finance, research and development (R&D), purchasing, information technology (IT), logistics, production, service, etc.

4. Human resources (HR) management
Use basic HR management techniques for employee selection and professional development including coaching, setting goals and objectives, conducting performance evaluations, developing recognition programs, etc., and ensure that quality responsibilities are present in job descriptions throughout the organization.

5. Financial management
Read, interpret, and use various finance tools including income statements, balance sheets, product/service cost structures, etc. Manage budgets, calculate return on investments (ROI) or assets (ROA), and use the language of cost/profitability to communicate with senior management.

6. Risk management
Describe and use basic techniques for risk identification, control, and mitigation. 

7. Knowledge Management
Use knowledge management techniques to identify and collect internal knowledge (core competencies) and best practices, to understand and share lessons learned, and to adapt and use such knowledge in new situations. Identify typical organizational hurdles that must be overcome in order to implement these techniques.

Management Skills and Abilities Papers and Presentations
Management Skills and Abilities Tools

Management Skills and Abilities Links

  • Characteristics of the Successful Quality Technician

    The Quality Technician, however defined in an organization, has many duties and responsibilities in working alongside a variety of other professionals. So where does the Quality Technician fit in the framework of organizational operations alongside of inspectors, engineers, auditors and the green and black belt six sigma practitioners? Additionally, how does an individual acquire the necessary skills to perform effectively in the Quality Technician role? How can someone continue to develop their skills to advance? Presenter: Wes Shelton

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