The study of management has explored fields far beyond imaginable realms; however, one aspect of management has always been present in the minds of academics and industry practitioners. The ever-examined topic of skills and work among managers at all levels of an organization has been discussed and researched for decades. There are various schools of thought on this topic and this article will attempt to explore the breadth of such thoughts in detail. Ultimately, managers must possess a broad range of skills and perform a wide variety of tasks to achieve organizational goals. Academics such as Katz [1], Mintzberg [4,11], Fayol [10] and Paolio [5] have all explored this field and their findings will be discussed in detail throughout the paper. While there is evidence to support the hypothesis that managers need to possess both a range of different skills and work-related tasks determined by their level within the organisation; there is also conflicting research that concludes that some of the skills and tasks performed by managers will be similar regardless of their position within the organization. The skills of managers have been examined extensively and over time numerous academics have proposed that different sets of skills can assist in achieving organizational objectives [1,2,3]. There is no doubt that skills are critical in the effort to achieve organizational goals, but the question remains: How do skills relate to managers at different levels of the organization? Robert L. Katz, a management expert in the mid-1950s, proposed a theory based on a set of three classes of skills deemed vital for managers across the traditional three-level management hierarchy [1]. Katz developed the theory of technical skills, int...... half of the article ......eality of Management, Heinemann, London, 1963.10. Fayol, H., “General and Industrial Management” (tans. C Storrs), London: Pitman, 194911. Mintzberg, H., “The Managers Job: Folklore & Fact.” Harvard Business Review, July-August 1975; reprinted in Mintzberg, H., “Mintzberg on Management: Inside our strange world of organizations.” New York: The Free Press, 197512. Jablonski, D.A., “AF (Air Force) Unveils Force Development Plan.” Washington: Air Force Print News, 200313. Lamond, D., “Back to the Future: Lessons from the Past for a New Era of Management,” In: Griffin, G. (ed.) Management Theory and Practice: Moving to a New Era , MacMillan, Melbourne, 199814. Carroll, S., Gillen, D., “Are classical management functions useful in describing managerial work?”, Academy of management review, vol. 12, no. 1, 1987