Non-humanitarian, or engineering knowledge and skills. Person (psychology, management, interaction, etc.) is at the center of the humanitarian knowledge of the manager. Produced product (product, service) is at the center of non-humanitarian knowledge; people in this system are treated in connection with this product.
Non-humanitarian knowledge of the manager can also be divided into two categories: fundamental knowledge and methodology of the system approach.
Fundamental knowledge is knowledge in the work area of activity and related fields. It is impossible to lead a chemical industry enterprise well, without knowing at least the basics of chemistry, or to manage a hospital without being a doctor. The majority of managers understands the importance of this area of knowledge and regularly go for diplomas of higher qualifications. They monitor the latest achievements, new technologies and general development in their field.
The system approach is a special point of view which is no less important for successful management than having the right amount of humanitarian and fundamental knowledge. This is discussed in more detail below.
System approach in the field of management. One of the basic principles of effective management is thinking in the categories of systems: the skills of being able to see/consider any activity, enterprise, product, team, etc. as a system.
The systems thinking can be developed independently, but it is faster and easier to master it under the guidance of a teacher and a mentor (the same with mathematics – it is possible to learn it by yourself, but not everyone is able to do it).
Nowadays, the system approach differs from the way it was in the last century. These days, for example, many people still try to understand the meaning of a word "system" using dictionary definition ("a system is a set of elements linked together into a whole"). Whereas at the present time the focus of the system approach has shifted emphasizing first of all on importance of what surrounds the system and what other system it takes part in. Meaning, if before we were interested in what is inside the system and what it consists of, now we first need to find out the external environment of the system and it is necessary to study it first (before, we start taking care of the internal structure of the system).
The system manager should at least think in categories of three systems: the system of interest (product), enabling system (team) and using systems (the client). At the same time, the manager must constantly keep in mind the elements of these systems, their interaction and interaction of the systems themselves, as well as all stakeholders and their interests in each of the systems.
Sounds difficult? Quite right, it takes time and perseverance to master the system approach, it cannot be reduced to a set of simple/basic recommendations.
Then, why it's worth spending time on? And here's why: the system approach allows you easily manage projects of any complexity, successfully create high-tech products and services, coordinate the work of an interdisciplinary team and take into account the interests of all stakeholders. It allows you to create successful systems and do it faster, more reliable and better than your competitors.
Many successful managers intuitively or knowingly practice system approach, but transferring this skill to another person is much more difficult than transferring humanitarian knowledge and skills to someone. Our School has developed the author's method of teaching the system approach - we do not teach that much of "to do A and B to get C", but more of how to look at the right angle to see the system.