Interpersonal managerial skills are essential equally on all hierarchical levels in the company.

These are the basic skills required for a successful management as a process. Some authors present other skills that when I am thinking about them, they are some part from these three primary skills.

Let’s take an example with skills about controlling. I think that this is one of the managerial functions, and we perform controlling through our interpersonal managerial skills that we described previously combined with other. Other additional skills that I find in the theory are skills about decision making. This is the process and not the skills. When we have conceptual skills, we will make a better decision. Furthermore, when we have technical skills, we will make a better technical decision. Because of that I think that the basic skills every manager has need are technical, conceptual and interpersonal managerial skills.

At the end, I want to note something about managerial skills and business potential energy. With bigger managerial skills our business will have larger business potential energy. Because of that this type of skills is in the category of business elements that can increase business potential energy of overall business.

6. What are the best ways to measure or evaluate technical skills?

Technical skills assessment

Personel development is crucial for any company. Significant Inverstment in personel development pays off in better productivity and efficiency of the employees. The most importment is a proven method of such identification, helping companies in building integrated personnel development programs.

Since 2004,we are offering personnel skill assessment services, including:

Development of Competence Matrices for Petroleum Business Professionals

Competence matrices are built for each customer individually; they are based on the experience of our experts, best world practices and analysis of customer's business processes. Each block of competence matrices is submitted to customer's experts for analysis and approval.

Building Job Profiles

Performed via three-level positioning method: Awsreness, Knowledge and proficiency.

Conducting Skill Assessment

The assessment process is automated and based on a pool of test questions varying in difficulty. All the questions used have been analyzed by company's experts. The questions to be used in a certain test are selected based on the corresponding job profile.

Development of IT Solutions for Assessing Skils, Storing Results and Monitoring Changes

We development IT products helping to automate the whole skill assessment process and present the results in a comprehensive way convenient for making managerial decisions. These products are also used to build individual development plans for various employees, as well as integrated technical training programs based on skill assessment results.

7. How can you measure interpersonal skills?

Measurement Strategies for Interpersonal Skills: Interpersonal skill (including teamwork) can be measured by:

Instructor observation and rating of interpersonal interactions (live, videotaped)

Peer ratings of individual contributions to group process

Employer or internship supervisor ratings

Instructor ratings of students' analysis of interpersonal and team situations (proxy measure)

Since observation and rating of students' behavior provide the most direct basis for judging interpersonal skills, peers are often in the best position to judge interpersonal skills. Peers as raters: Peer ratings are both practical and appropriate in measuring interpersonal and team skills when coursework includes group projects, presentations, or problem-solving activities. Before using a rating scale, the instructor should conduct a practice session in which students use the scale to rate videotaped interactions and discuss their ratings (similar to a reliability training session). Although the discussion is focused on use of the rating scale, it also serves an instructional purpose by directing students' attention to effective and ineffective interpersonal and team behavior.

Effective use of peer ratings: Using peer ratings may create anxiety about evaluation. Students are often reluctant to evaluate their peers, so the instructor should clarify the rationale and explain how the information will be used. The instructor can also remind students that professionals are often called upon to evaluate co-workers. Peer ratings should be treated by the instructor as advisory, that is, to supplement the instructor's own judgments and to aid in diagnosing strengths and weaknesses in students' interpersonal abilities