The Management Skills of SALL Managers

Abstract

This paper looks at the management skills of SALL managers. It is based on data collected using quantitative and qualitative instruments with six SALL managers in tertiary contexts in Hong Kong. With reference to the literature in the field of management, the paper reviews the data in terms of identifiable management skills. This provides a picture of the skills possessed by these managers and also identifies gaps in their skill-sets. The paper provides a checklist of skills relevant to SALL management which individual managers may find useful, and also discusses the 4 key management areas of leadership, scope, expectations and evaluation.