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Skills of an Effective Administrator (Harvard Business Review Classics) Paperback – May 4, 2009

ISBN-13: 978-1422147894 ISBN-10: 1422147894

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Product Details

  • Series: Harvard Business Review Classics
  • Paperback: 77 pages
  • Publisher: Harvard Business School Press (May 4, 2009)
  • Language: English
  • ISBN-10: 1422147894
  • ISBN-13: 978-1422147894
  • Product Dimensions: 0.3 x 4.2 x 6.6 inches
  • Shipping Weight: 0.8 ounces
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #1,540,426 in Books (See Top 100 in Books)

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About the Author

Robert L. Katz was assistant professor at the Amos Tuck School of Business Administration, Dartmouth College. Since then he has taught in the graduate schools of business at Harvard and Stanford, written three textbooks, and helped found five industrial or financial companies. Until recently he was president and chief executive officer of U.S. Natural Resources, Inc. Now he heads a consulting firm specializing in corporate strategy and is a director of a number of publicly held corporations.

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8 of 9 people found the following review helpful By Gerard Kroese on February 4, 2002
Format: Digital
Robert L. Katz was Assistant Professor at the Amos Tuck School of Business Administration, Dartmouth College, when this article was published in the September-October 1974 issue of the Harvard Business Review. Later he taught at Harvard Business School and Stanford University, wrote several textbooks, and helped found various companies.
"It is the purpose of this article to suggest what may be a more useful approach to the selection and development of administration." This approach focuses on what effective administrators do (the skills for carrying out their jobs) and not on what good executives are (traits and characteristics). "A skill implies an ability which can be developed, not necessarily inborn, and which is manifested in performance, not merely in potential." Katz argues that effective administration rests on three basic skills: (1) Technical skill, which involves specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline.; (2) Human skill is the executive's ability to work effectively as a group member and to build cooperative effort within the team he leads. This has more recently become known as emotional intelligence or EQ (See Daniel Goleman's 'Emotional Intelligence', 1995).; and (3) Conceptual skill involves the ability to see the enterprise as a whole. The author discusses the relative importance of each of these skills on the different levels within organizations. On the basis of his findings, Katz also discusses the implications for action, for executive development, for executive placement, and executive selection. "It is undoubtedly true that certain people, naturally or innately, possed greater aptitude or ability in certain skills.
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