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Is knowledge and skill more important than attitudes and behaviours when considering the content of a management training programme?

A certain amount of knowledge is required in any business, occupation or profession in order for employees to perform their job roles effectively. The more technical, complex and procedural the job the more knowledge that is required to complete the work. The concepts of knowledge sharing and knowledge transfer are well known in today’s organisational environment and much of this occurs outside any professional or management training programme. Managers themselves do not have to have all of the knowledge required by their staff, unless they are also still directly performing the work tasks themselves.
What line managers do need to have knowledge of in their role as people managers are:-

knowledge of the job roles of their staff and of how to help them if they are in difficulty,
knowledge of the Organisation’s employment and development policies and how to apply them with their staff,
knowledge of their external Legal obligations with respect to things like Health & Safety, Employment Law, Offices Shops and Factories Act regulations.

Manager’s often have highly developed skills in one or more aspects of the Organisation’s work – which is sometimes why they are promoted into a management role in the first place. However they also need to acquire additional people management skills if they are to become successful and effective Line managers.
The typical skills imparted on a management training programme are for example:-
• Objective setting
• Performance monitoring
• Delegation & empowerment
• Appraisals
• Interviewing skills
• Motivation of others
• Team leadership
• Coaching
• Team briefing

What then are the types of attitudes and behaviours that a management training programme might be expected to address?
They are usually included within a management training programme alongside the sort of skills and procedures indicated above and might include:-
• Positive attitudes
• Modelling good behaviours and setting an example
• Integrity, directness and clear communication
• Support and challenge
• Drive and determination
• Focus and follow through to completion
• Assertiveness
• Commitment
• Energy and enthusiasm
• A learning approach
• Open mindedness and flexibility
• Self - motivation

In summary all of these different aspects of knowledge, skills, attitudes and behaviours should be considered for inclusion within the objectives, contents and approach that a management training programme might use. In overall terms one aspect is not necessarily more important than another in helping to produce an effective manager – it is more a question of the needs of the individual manager and the learning and development strategy of the Organisation involved.