Businesses that combined cost leadership and differentiation strategies reported the greatest satisfaction with overall performance, but political and economic instability associated with trade sanctions continue to be a key concern for executives in Iran.
Managerial skills are viewed as being of fundamental importance for improved managerial performance and effectiveness as the whole. Recent developments in the field point to the presence of three paramount and overlapping categories of managerial skills namely, task-, people-and self-related, that play a crucial role towards increasing the effectiveness of the senior managers in both private and public sector organisations. The results of a survey of executive and senior managers in the steel industry of Iran point to the emergence of distinct patterns delineating clusters of skills with various degrees of generalisability to the universe of managerial skills. It is concluded that while people-related skills are strongly interrelated, and should be regarded as an integrated set of skills, the same does not apply, at least to the same extent, to the other two categories of skills. People-related skills, however, constitute the most important category for the increased effectiveness of senior managers, irrespective of their position in the hierarchy.Ì Farhad Analoui is a Senior Lecturer on Human Resource Management and
Three categories of managerial skills are described as essential for effectiveness of senior managers: task, people and analytical and self‐development skills. Argues that managers at the lower level of the hierarchy value task‐related skills whereas self‐development and people‐ related skills are perceived as essential by the top management team. Suggests that although the above categories of managerial skills are somewhat broadly grouped in the literature there may exist distinct meaningful patterns of interrelationships among them which have several implications for the effective management training and development of senior managers.
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