Managers in the 21st Century Managers today don't really do what a manager was supposed to do in the 1980s. The changes that have occurred in the new economy, the increasing use of technology in business and the effects of globalization on the business world have taken management into a completely new dimension. New managers are expected to be able to manage on an international scale, act strategically, use technology, establish values ​​and, of course, also act responsibly. (Crainer, 1998) Henry Mintzberg once asked, “What do managers do?” After conducting his research based on a study of five CEOs, he concluded that managerial work involves an interpersonal role, a decision-making role, and an informational role. And the fact is, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies that enable them to perform these roles effectively and efficiently across the four management functions. (Mintzberg, 1998) Technical Skills First, effective managers must obviously possess basic management skills to be able to manage an organization. All managers must possess certain technical skills that enable them to perform specialized tasks, especially front-line ones as they spend more time helping employees solve work-related problems and are mainly involved in supervising individual performance and instructing employees. subordinates, for example, ensuring that products and services are delivered to customers on a daily basis. (Robbins and Coulter, 2005) In other words, managers must possess “the ability to use tools, techniques, and procedures specific to a particular field.” (Lewis, Goodman, & Fandt, 2004:12) In fact, managers are the first to seek help whenever employees encounter problems. (Griffin & Ebert, 2004) Geoff Castledine, for example, who holds the position of manufacturing plant manager at the Uncle Ben factory in Wodonga, Victoria, needed several technical skills to be able to make a good decision and make a decision on the inclusion of a new kitchen for animal food. Therefore, he encourages the integration of different technical skills so that his management team can make a sound decision in addressing the problems they face. (Samson & Daft, 2003) Human skills All managers in an organization would need skills that enable them to understand and get along with other people and get the most out of them, for example from their subordinates or colleagues, to be able to get the jobs done and achieve organizational goals and these involve human skills.