All the functions of management require skill, I believe the skills are not the function in itself it is the ability to recognize that ability in others. I do believe that the manager needs to understand these functions intimately; he does not necessarily have to be an expert in these, just understand the functionality in others and their skills. A real manger knows his people, some are really good at planning, organization other are better at leading and controlling, most people do not master all four. A function that a manger has to master is delegation. A manger will have to address the issues at hand, fires as it has been refereed to.
I do believe you exploit your strong points and delegate your weaker points. I worked for a manger that was great at organization but was lacking in his people skills, all we heard was how great he was and what he did in the past. Most managers want to know what are you doing for me now... the past is just that the past. My manager set himself at a higher level than what we were, that cause dissention among the mid level manager myself included.
The commonalities of these functions are leadership, communications and collaboration without these abilities any manager at any level will not control the bottom line $. Managing is not about one person or a single thought a mangers success is measured in the ability to be forward thinking and leadership skills. A manger needs to have people in place to take over, training the next manager is critical in your progress. While you delegate the day to day management to the aspiring engineer or technicians this gives you time to forecast the future and make plans accordingly. Having a plan written down and understood is a good tool and ...