Even though I have called this chapter ‘Management Skills’, really the whole of this book is about such skills. As stated in the Introduction, before anyone can manage policies first we have to learn how our systems work so that we may manage ourselves wisely within them, then we may manage others. Having looked at transferable tools for the practitioner/manager such as prioritising and decision-making I want to devote this chapter to some specific skills which, while more applicable to the role of senior manager, still depend on a basic ability to communicate and build relationships with other people; therefore leadership, using power responsibility, resolving conflict and dealing with disciplinary matters, conducting meetings, coordinating and working with other professions and organisations will comprise the discussion herein. The support and supervision of staff is of central importance (particularly by first-level or middle managers, although not only by them as we shall see), so it is kept as a separate enquiry for Chapter 6.
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