Lara Lemuz

For decades, skills have been conceived as one of the characteristics of an individual; however, in an organization the reality is no different, because the manager as the center of the company is responsible for taking ＂the helm＂ of the company, taking the containment of certain particular skills: negotiation of ideas, decision making, leadership and empowerment to do, be and build. At first glance, these elements could be equated to managerial competencies, but the truth is that this is not the case, because the skills are amalgamated with attitudes, aptitudes and skills that have been acquired or perfected through praxis. And the second (competence) is associated with cognition or learning to obtain particular characteristics. It should be remembered that managerial, managerial or directive skills can be cognitive (learning), behavioral (operative behavior) and affective (strengthening for organizational empathy). Peter Sengel’s (2005) theory of management skills research, exposes the ＂managerial position vis-à-vis social dynamics＂.