Interaction Skills

6.1. Technical skill referencicia ago on expertise in the specific area of work (obtained by study and / or experience), and the ability to analyze problems using tools and techniques that specialty. 6.2. Humanistic ability (sensitivity) is the set of skills needed to interact with others and work in groups towards achieving common goals. Includes self-knowledge (awareness of their own attitudes, perceptions and concepts), empathy and communication skills. 6.3.

Conceptual skill is the ability to understand the organization as a whole (in terms of systems), to read the environment and to design new models of organization and leadership. Katz found that the relative importance of these skills varies by management level. In terms hierarchical occupying the manager (supervisor, middle manager or senior executive), his work implies a relationship with other individuals within an organization. The ability to describe, explain, predict, and, as far as possible, control the conduct of men at work, then takes on special relevance. Organizational behavior, discipline, provide managers with knowledge and skills to tackle this complex task. Organizational behavior is based on a series of philosophical concepts about the nature of people and organizations. These concepts guide the manager in understanding the behavior of you and others and the understanding of organizations. And, of course, serve as guides to guide their behavior.

Davis and Newstrom (op. cit., Pp.10-14) proposed nine key concepts of organizational behavior, which fall into two categories: those related to people and relevant to the organizations.