Levels of Management, refers to a line of demarcation between various managerial

positions in an organization. The number of levels in management increases when the size of the
business and work force increases and vice versa. And the managerial level has divided in three
level, it is top level management, middle level management and finally is lower-level
management.

Top-level managers, or top managers, are also called senior management or executives.
Leaders of the organization are setting in top-level management. The top management is the
ultimate source of authority and it manages goals and policies for an enterprise. It devotes more
time on planning and coordinating functions. Basically, the Top managers’ job titles in most of
organizations include the following; Chief Executive Officer (CEO), chief Financial Officer
(CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Managing Director,
Board of Directors, Chairperson of the Board, President, Vice President, Corporate Head.

Middle level managers, also are the branch managers and departmental managers
constitute middle level. They are responsible to the top management for the functioning of their
department. They devote more time to organizational and directional functions. In small
organization, there is only one layer of middle level of management but in big enterprises, there
may be senior and junior middle level management. Basically, the Middle managers’ job titles in
most of organizations include the following; General Manager, Plant manager, regional manager,
Divisional manager.

First-level managers (lower-level manager). are also called first line managers, shop-
level managers, or Supervisors. According to R.C. Davis, “Supervisory management refers to
those executives whose work has to be largely with personal oversight and direction of operative
employees”. In other words, they are concerned with direction and controlling function of
management., the Lower managers’ job titles include; Supervisors Operative level of
management. Foreman or Foreperson Section Officers, Superintendent Office Manager, Shift
Supervisor, Department Manager, Crew Leader, Store Manager.
 Skills; is an ability to translate knowledge into action that results in desired performance.
And managerial skills; are the knowledge and ability of the individual in the managerial
position to fulfill some specific management activities or tasks to accomplish sated goals. This
knowledge and ability can be learned and practiced. However, they also can be acquired through
practical implementation of required activities and tasks. These skills are classified into three
groups which are;

Technical skills Involve being able to perform the mechanics of a particular job. Therefore,
Involve an understanding of, and proficiency in a specific kind of activity particularly one
involving methods, processes, procedures and techniques. It is occupation related, concrete and
functional (Sims, 1998)

Human Skills An ability to work well with other people and to build cooperative effort within the
team/group. Emerges as a spirit of trust, enthusiasm, and genuine involvement in interpersonal
relationships Self-awareness. Capacity for understanding and empathizing. Engages in
persuasive communication. Deals successfully with conflicts. Human skills deal with working
with people and inspiring them as well as helping them to recognize their potentials (Sims, 1998)

Conceptual Skills Involve working with ideas. includes the ability to see the enterprise as a
whole. An ability to see and understand how the system works, and how the parts are interrelated
Used to. Identify problems and opportunities, Gather and interpret relevant information, Make
good problem-solving decisions. Therefore, the Conceptual Skills involves recognizing how the
various functions of the organization depend on one another and how changes in any one part
affect all the others and it extends to visualizing the relationship. (Sims, 1998)

Consider the figure below show the managerial skills and how is applicable in management
hierarchy
 Conceptual Skills Haman skills Technical skills

Top Management

Middle Management

Lower Management

According to the question to elaborate a relationship between the managerial level and
managerial skills.

Conceptual Skills as Applied Mostly by The Top Managers Conceptual skills include the ability
to view the organization as a whole, understand how the various parts are interdependent, and
assess how the organization relates to its external environment. These skills allow managers to
evaluate situations and develop alternative courses of action. Good conceptual skills are
especially necessary for managers at the top of the management pyramid, where strategic
planning takes place. And how the top-level manager has used a conceptual skill than the
technical skills by take most example a board director of AZAM COMPANY LIMITED. Have
the following rules which have guide to use a conceptual skill

. The role like. Lays down the objectives and broad policies of the enterprise ( AZAM
COMPANY LIMITED) , These managers are responsible for controlling and overseeing the
entire organization, It issues necessary instructions for preparation of department budgets,
procedures, schedules etc., It prepares strategic plans & policies for the enterprise, It controls &
coordinates the activities of all the departments, It appoints the executive for middle level i.e.
departmental managers, It is also responsible for maintaining a contact with the outside world

Technical Skills as Applied Mostly by The First Line Managers Specialized areas of knowledge
and expertise and the ability to apply that knowledge make up a manager’s technical skills for
example from the organization like AZAM COMPANY LIMITED, preparing a financial
statement, programming a computer, designing an office building, analyzing market research are
examples of technical skills. These types of skills are especially important for Supervisory or
First line Managers and why the technical skills have used by lower-level manager,
 the following are the role of lower-level manager The role of the Lower management
can be summarized as follows. Assigning of jobs and tasks to various workers, they guide and
instruct workers for day-to-day activities, they are responsible for the quality as well as quantity
of production, they are also entrusted with the responsibility of maintaining good relation in the
organization, they communicate workers problems, suggestions, and recommendatory appeals to
the higher level.

Human Skills as Applied Almost By all levels of Managers Human relations skills are the
interpersonal skills managers use to accomplish goals through the use of human resources. This
set of skills includes the ability to understand human behavior, to communicate effectively with
others, and to motivate individuals to accomplish their objectives. Giving positive feedback to
employees, being sensitive to their individual needs, and showing a willingness to empower
subordinates are all examples of good human relations skills. Identifying and promoting
managers with human relations skills are important for companies. A manager with little or no
people skills can end up using an authoritarian leadership style and alienating employees. And
the most example from AZAM COMPANY LIMITED a supervisor, general manager and the
central executive’s officer have human skill, without a human skill the company does not operate
a work in a successfully way.
Generally; Understanding and displaying good management skills will help to position you for a
successful career no matter what level you're starting at. It is very crucial learn the essential role
that good management skills play in the workplace. In the broadest sense, management skills can
be nearly anything that enables you to manage others effectively. While some skills will vary
based on your industry, there are several that are universal across nearly every work
environment.
REFERENCE

 Gupta, D.R. (2004); Management Theory and Practice, 7th Edition. College of commerce
university of Delhi, Delhi India.
 Chandan, J. S. (2007); Management Theory and Practice, 2th Edition PV Ltd, New
Delhi, India.
 Cole, G. A. (2003); Management Theory and Practice, 6th Edition. Thomson Learing,
London.