Organizational skills are the talents that allow you to focus on diverse activities while also successfully and efficiently using your time, energy, strength, mental ability, physical space, and so on. The broadness of the organizational skills definition creates a dilemma. Are people who can manage their time and place things in order efficient organizers or messy individuals? The answer is both! Some people have an innate talent for organization, while others need to work at it through practice and experience. No matter what type of organizer you are, it's important to understand the relationship between this skill and other traits such as motivation, discipline, and patience.
The American Heritage Dictionary defines organize as "to put in proper order; arrange systematically." This definition implies that organizing involves more than just placing something in a specific location; it requires consideration of how and where things are kept. Many people are good at organizing clutter in their homes or offices but struggle when it comes to organizing their own lives. Effective organizers are able to separate what needs to be done from what can be done later, keep track of everything that has been completed, and provide themselves with clear guidelines for future tasks.
People who are effective organizers know how to use their time wisely by focusing on one task at a time and completing it before moving on to the next thing. They also know how to avoid becoming overwhelmed by trying to handle too many issues at once.
Organizational capabilities in terms of how they shape culture, leadership, competences, training, and even performance management are recognized and properly stated. All talent conversations and choices should be driven by capabilities. The classic framework for identifying organizational capabilities is the four-step process described by Paul Hersey and Joseph Furphy in their book Managing Talent: A Practical Approach.
The first step in the process is to determine what matters most (or ought to matter most) to your organization. This might be called the "organization's mission" or "vision." The second step is to understand how each of these things is achieved at the individual level. That is, what capabilities are needed to perform well on a daily basis? Third, consider how these capabilities relate to one another within the organization. What internal processes exist for moving from one capability to another? Finally, look outside the organization for examples of similar structures and mechanisms. There may be ways to apply what you learn from other organizations to improve your own.
Capabilities can be thought of as the unique combination of skills and traits that make up an individual's contribution to the organization. They can also be defined as the distinct abilities required to perform jobs at a high level. While all employees contribute some degree of skill to their work, not every employee has the same set of skills.
Organizational skill types
Ability is the skills and qualities that make it possible to achieve a goal. It may be stable and enduring characteristics that are genetic and can be either completely perceptual or completely motoric, or a combination. Employees need to have certain abilities that will make them a valuable addition to an organization. These abilities can be cognitive, such as intelligence and skill at reasoning and thinking; linguistic, such as literacy and language skills; and psychomotor, such as work experience and health.
In general, people are categorized as having good or poor ability based on their scores on standardized tests of cognitive ability. These tests measure your knowledge of things like math and science concepts, your memory, and your logic skills. The most commonly used test in America is the SAT-Math Reasoning Test. This test is given to all high school students in the United States to determine how much they know about math. Students who score higher than others of their same age and gender are said to have better ability in mathematics.
People also differ in their ability to use information effectively. This results from both natural differences between individuals and also from learning. Some people are more intelligent than others, but even those who are equally smart may not be able to use their intelligence if they lack the skills to use information effectively. This is called "intelligence bias."
Children who show an interest in and learn well from computers might have an ability for computer programming.
There are five specific coordination abilities that make it simpler to be an efficient worker:
A skill is the ability to do a task competently. Managerial talents are divided into three categories: technical, human relations, and conceptual. The extent to which each type of ability is employed is determined by the level of the manager's job, as seen in Figure. Technical talent is needed at all levels of management, but especially at the lower rungs. Those who have this type of talent can design systems, develop policies, and produce results for their groups. They get satisfaction from creating solutions to problems and enjoy using their ingenuity to come up with new approaches.
Human relations talent is necessary at all levels of management, but especially at the higher ones. Those who have this type of talent understand how people think and feel, and they use this knowledge to motivate them achieve goals and make decisions. They gain satisfaction when others appreciate their efforts and accept their decisions.
Conceptual talent is needed only at the highest levels of management. Those who are good at giving directions and making policy tend to be good leaders because they can visualize ways to accomplish organizational objectives and strategies. They like to have authority and are usually comfortable making decisions about other people.
Figure is adapted from K. Andersson, M. Bengtsson, &; A. Lundström, Management Talent - Identifying and Developing the Essential Skills for Any Position (Hoboken, NJ: John Wiley &; Sons, 2004).
Managers must employ a wide range of talents to be successful in planning, organizing, leading, and controlling. Technical talents include computer knowledge and skills, business expertise, and creative talent. Human relations talents include people skills such as how to communicate effectively with others, how to lead by example, and how to establish good relationships with employees. Conceptual talents include understanding what makes people tick, their needs, and helping them achieve their goals.
Technical managers are needed to fill positions that require specialized knowledge and experience. For example, an operations manager should have excellent communication skills and know how to manage a team of staff. He or she should also have experience managing budgets and hiring decisions. Technical managers keep businesses running by making sure that facilities are maintained, that inventory is handled properly, and that reports are completed on time. They may also develop new products or services if there is demand for these activities from customers.
Human relations managers are responsible for creating an environment where employees can do their best work. They should make sure that all members of the organization feel appreciated and included. They should also ensure that employees are given opportunities for professional development and that they are treated equally regardless of race, gender, age, or religion.