Most of the studies show that the technical competence of the manager is highly preferable to the conceptual and human relations competencies. An effective manager needs to know the basic clutches of the contract that they are assuming. For instance, one cannot manage a project or an organization in the foundry industry without the basic technical skills in the area. Some scholars challenge the deposition that managers should possess more of human relations skills (Espinoza, & Ukleja, 2016). Some of the projects require the project managers to match the operator's competence to meet efficiency. Key areas that require high technical skills are planning, implementation, scope management, team management, problem-solving, risk assessment, resource management and change controls (Rothaermel, 2016). The success of a project depends on the standards that a project manager upholds. Successful contract managers should have a high level of technical skills and learn how to incorporate technology at hand to collect information, communicate effectively, and make informed decisions regarding macro components of the industry. a contract manager should have more technical skills than the conceptual skills
Technical competencies are skills and knowledge that are used in a certain industry. The skills related to the applications in areas such as science, mechanics, mathematics, and information science. Different fields require managers with different technical skills. Further, there are various types of competencies, such as industry-wide competencies, industry sector competences, and occupation-specific competencies (Espinoza, & Ukleja, 2016). The technical expertise of the manager is the unique key success factor that an organization can utilize in meeting the organizational objectives as well as creating a competitive edge in the industry. Due to the high volatility in the wake of technology, innovation, and globalization, an organization needs to choose a manager who is well equipped with technical skills (Barney, 2017). A competent technical manager is vital in helping an organization to steer in areas problem solving, negotiations, team management, change controls, and scope communication. Further, depending on the complexity and size of an organization, a technically competent manager can steer the company through risk management and technological advancement.
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In industries that encompass production or processing of products, the problems that arise in the structures and processes require a manager who has skills and knowledge regarding the process. For instance, in an electrical production company, it would be easy for a manager to solve a problem that arises as compared to a manager who has the managerial skills only. Problem-solving requires different skills to arrive at the best solution. Skilled personnel will employ analytical problem skills and research, while typical personnel will use basic problem-solving means like brainstorming or expert opinions. To solve a problem that arises, one needs scientific knowledge on ordering, comparing, contrasting, evaluating, and selecting. Technical managers can analyze multiple alternatives and identify various risks and benefits that are associated with coming up with a solution (Durette, Fournier, & Lafon, 2016). In most cases, there is a possibility of innovation and invention in deep inquiry into the problem using scientific methods. Every company is striving towards edging its products in the industry; hence the deep inquiry serves as an opportunity for innovation and invention. Therefore, when recruiting a contract manager, a company must consider the technical competences of the manager to increase the capability of the company in combating the problems that may arise.
Some of the companies are operating at a high level of technology, which means that only a technically skilled manager can manage the organizations. According to Barney, an effective leader must be familiar with the technology in the sector, capture, adopt it, and turn it into strategic management and routine management. The cohesion between the process and structures escalates, leading to an increase in the level of productivity in the organization. In manager efforts and charism creates a ripple effect; hence the subordinates will follow him or her. The employees can exploit the technology that the company has for the benefit of the company. A manager who has no technological know-how can understand the systems and note when the skills of the employees are in underutilization (Durette, Fournier, & Lafon, 2016). Further, the capability facilitates the management and generation of technological changes that are necessary for keeping an organization on the industry. The manager can steer the organization through the innovation of new products, processes, and techniques as he or she is the vision bearer of the organization. The level of technology that a company utilizes determines the depth of the technical competence requirements of the manager.
Firms operating in highly volatile environments encounter challenges that management with high capability in negotiating the changes that occur. A research conducted on engineering management, the over-reliance of managerial skills in decreases the potential of a company in adopting the challenges in the environment (Grant, 2019). When the leader is well aware of the challenges that the company is operating in, it is very easy to come up with adaptive and competitive strategies that the company needs to stay and thrive in the industry. The manager must have skills in data management and analytics. In data management, the manager should gather information all through the processes, systems, structures, and macro environment to analyze and depict the trend in the industry or a particular market. The information is useful in crafting adaptive strategies that can be used to adapt to the market changes as well as surviving through the dooms and recessions of the industries. If a manager only possesses human relation skills, he or she may find it difficult to respond to the changes in the market. Companies operating in a volatile environment should consider hiring managers who have technical capabilities rather than conceptual and human relations.
Team management requires the use of technical skills and knowledge, especially in a firm with plants or other processes. The leader needs to understand every aspect of the organization to deliver the desired goals effectively. It is challenging for a leader with only conceptual and human resource management skills to lead a team that is doing technical work. The team cohesion and unity are always as stake as the manager finds it difficult to understand their work. In most cases, the leaders end up looking incompetent when a subordinate is trying to explain a work-related issue, but the leader cannot understand the idea. Problems begin to arise as the leader cannot tackle the problem leading to the storming of the team. The entire goal of an entity begins to diminish time at a time. The technical competence of a leader gives him the expertise power to control and manage the teams effectively. The team can express their opinions and ideas that the manager can use to improve overall performance (Sohmen, & Dimitriou, 2015). Expertise power instills motivation to the team and ensures full exploitation of expertise. The manager can understand the problems that the team is facing at an emotional level and help them out. Organizations should choose managers who can utilize their expert power for the goodness of the company.
Contract managers are required to communicate various aspects of a project or state of affairs at different times. A manager will find it difficult to report a project that he or she has no basic understanding of what it entails. Some of the reports contain complex terminologies and concepts that require someone who has experience or a complete understanding of them and can answer questions that the stakeholders may raise (Espinoza, & Ukleja, 2016). Some of the critical aspects of the project that a manager needs to be familiar with include the presentation, speaking, leading, and facilitating. To be an explicit and exceptional leader in the modern era, a manager needs to learn diverse skills that earn a high level of presentation while communicating with the various stakeholders of an entity. Communication requires high proficiency in organizational systems, structures, programs, and processes to convey instructions and updates to the other managers along the chain of command (Espinoza, & Ukleja, 2016). Effective communication is an integral part of the intricate web in negotiating successfully, especially in problem-solving. Communication sets the perception of a leader, and it is always a goal for everyone in this position. In a complex industry where the manager has the basic managerial skills, a leader will find it challenging to communicate freely with the other employees leading to poor performance. Therefore, different industries require leaders with different skills to enhance the flow of communication.
Risk management requires a manager who is technically aware. When a manager has intensive knowledge of the processes and activities that a company caries out, it becomes easy to identify some of the risks that are likely to occur and take corrective actions. No technical personnel is not able to foresee some of the problems that may arise, and the chance for risk avoidance or mitigation is blurred. The non-technical managers are mostly caught unaware by the consequence that a technical manager would have taken corrective action before it occurs (Bogodistov, & Wohlgemuth, 2017). Technical competence allows a manager to envisage how machinery or equipment can be improvised to reduce risks, why certain teams are not meeting the standards, and why some equipment is causing accidents and damages and find a solution. The manager can identify the early signs of risk as compared to a manager who has basic managerial skills. A robust risk assessment requires to understand the technicalities of the plants, machinery, and equipment that would help the company minimize the costs and enhance the foreseeability of the company. Companies always strive to take the costs associated with a project or activities as low as possible, which is accomplished by the kind of management in place. The higher the level of technical competency, the lower the level of risk occurrences.
A company that is implementing changes is likely to attain the goal if it is steered by personnel with technical skills in the area of the study. Changes may occur in areas like in the processing plants, products, among other facets. According to a study conducted in 2014, 30% of the causes of the change implementation failures are caused by the lack of know-how, 20% by the change process, 15% technology systems, and13 % technology barriers (Sohmen, & Dimitriou, 2015). The data depicts that the adoption of skilled management has a positive correlation with the level of success in changes implementation. How the management implements the changes affects the outcomes. If a highly skilled person undertakes the changes, the probability of making the changes a success is doubled as they understand the whole implementation process and utilize the technology available to ensure the implementation follows the expected plan. If the changes are not effective, the specialist may use technology and scientific methods to find the root causes as to why the project is deviating from the plan (Grant, 2019). The problems arising are likely to get a solution and ensure the changes are successful. Therefore, a company should choose a contract manager with adequate know-how to facilitate successful changes in systems and processes.
Negotiation in an entity requires confidence and background understanding of the other party, which is built by having intensive knowledge on the subject of discussion. It is estimated that 80% of all successful negotiations attribute to the ability of the manager to effectively articulate and affirm one's stand by providing strong examples. A manager with no basic background in machinery or plant may not be able to negotiate a business deal as compared with a technically competent manager (Sohmen, & Dimitriou, 2015). The basic understanding of technical aspects enables a manager to use all the available edges to win a negotiation. If a manager does not display adequate competence during the negotiation, the opposition may take advantage of his or her incompetence for their advantage. The essential negotiation skills include being persuasive by using facts, exploration of the arena, reasonable confidence, and knowing the opponent. The negotiation or should be able to understand the environment in which they are operating and use all the resources to have to ensure that they win the negotiation. Negotiation utilizes persuasion and communication skills. One cannot communicate effectively without having the basic know-how skills in an organization.
Therefore, organizations operating in industries like in production, manufacturing, and technology require management that has the basic skills in the environment. The perception of the qualifications of the managers have is oblique and misleading. Most of the employers consider the human relations skills and conceptual skills leading losses in a company. Technically skilled managers are essential in driving the company through changes that may occur during the contract. Communication and negotiation are vital facets that manager needs to be excellent as they represent the company's face to the eternal environment. The capability of management on how well they can be able to respond to the changes in the microenvironment and macroenvironment. Organizations that are operating in volatile industries find it difficult to respond to the changes, especially when the managers have a technical background in the industry. Competence is an explicit source of expert power that helps a leader to manage an organization. Organizations should strive to attract a pool of managers who have the technical competence as it will help in problem-solving, risk management, change management, and technological advancement.
References
Barney, J. B. (2017). Resources, capabilities, core competencies, invisible assets, and knowledge assets: Label proliferation and theory development in the field of strategic management. The SMS Blackwell Handbook of organizational capabilities , 422-426.
Bogodistov, Y., & Wohlgemuth, V. (2017). Enterprise risk management: a capability-based perspective. The Journal of Risk Finance .
Durette, B., Fournier, M., & Lafon, M. (2016). The core competencies of PhDs. Studies in Higher Education , 41 (8), 1355-1370.
Espinoza, C., & Ukleja, M. (2016). Managing the millennials: Discover the core competencies for managing today's workforce . John Wiley & Sons.
Grant. K (2019). The perceived importance of technical competence in project management. IEEE Transactions on Engineering Management .
Rothaermel, F. T. (2016). Strategic management: concepts (Vol. 2). McGraw-Hill Education.
Sohmen, V. S., & Dimitriou, C. K. (2015). Ten core competencies of program managers: An empirical study. International Journal of Health and Economic Development , 1 (1), 1.
