According to Chapter one, there are three primary skills that managers need. They are technical, interpersonal, and conceptual skills. These skills are unique, in that, they are developed through the manager’s knowledge, experience, and learned abilities. They are important because they allow the manager to perform his or her job in an effective manner. To understand these three managerial skills, we must first define and then discuss them in great detail. This will allow us to fully understand how their importance varies depending on the type and level of the manager’s position. The first skill we will define and discuss is technical. According to Divleli and Ergun (2015), a manager’s technical skill are “skills they have gained through knowledge, training, and education”. This means they posses the knowledge and skills in a specialized field to be able to work along side their employees. They can answer their question, create work plans, and develop solutions to departmental problems. Not to mention, they can use their training and job related experience to maintain the daily work flow and ensure all employees in all areas of the department are meeting their weekly, monthly, or even yearly goals. Technical skills are considered to be an important lower level managerial skill. They are used by a manager who has worked in a skilled position and is responsible for training or evaluating their employees. This skill is considered to be very important to a first-level manager because they are still considered as a part of the working force of the company. They are responsible in managing employees that are producing a product or serving the general public in some manner. Technical skills are needed at a low level because the manager must be able to perform, train, develop procedures, solve problems, meet departmental goals, and evaluate performance of others that pertains to their specialized field. The second skill we will define and discuss is interpersonal. A manager’s interpersonal skills is considered to be their knowledge and abilities to work with people at any level. This means that they posses the needed human skills that allows them to be a good listener, communicator, motivator, problem-solver, or persuader. Not to mention, they have the ability to lead others, create motivation, inspire teamwork, or even show empathy and sensitivity towards others. These skills are consider extremely important to all managers because people whether they are employees or consumers have the ability to allow a corporation to grow and expand. Interpersonal skills are considered to be the most important managerial skill at any level. They are used in one form or another by lower level managers all they way to the top level managers. However, these skills are most often utilized by managers in the lower and middle level. For this reason, a manager’s career advancement greatly depends on their interpersonal skills. These skills will enable a manager to build a strong relationship with their employees, which will motivate them to work as a group for the overall success of their department, unit, and organization. The third and final skill we will define and discuss is conceptual. According to Robert Katz (1955), “Conceptual skills involves the ability to see the enterprise as a whole”. In other words, they are able to analyze, interpret, and develop a complete understanding of how the relationships between the different departments are used to satisfy the overall goal of the organization. These skills are considered to be important to top level managers because they are usually responsibly for making the decisions that will determine the direction of the organization. Conceptual Skills are considered to be an important high level managerial skill. They are used by manager’s who must look outside the normal view to ensure the overall organization is meeting their goal. They are responsible not only for a certain department but every department and their ability to work towards that goal. They make decisions based on the benefit of the organization as whole. Sometime, middle managers are require to utilize this skills; however, low level managers are not. Works CitedDivleli, M. S., & Ergun, E. (2015). MANAGER EFFECTIVENESS AND EFFICIENCY: THE EFFECT OF SKILLS ON DIFFERENT LEVEL MANAGEMENT. International Journal Of Management & Human Resources, 3(1), 55-68. Katz, R. L. (1955). SKILLS of an Effective Administrator. Harvard Business Review, 33(1), 33-42.