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After more than 20 years in the profession and two graduate degrees, my fundamental love in programming/writing software, is still object orientation, or more generally, the application of metaphor to programming.Depending on your attitude, OO is either an eternal wellspring of inspiration or a bottomless pit of knowledge. You start with basic OO programming, move to OOAD, and from there you can branch into many areas of how to think about programs and programming. While they’ve been horribly misused/applied, design patterns are conceptually the collection of insight and wisdom of generations of programmers. If you have a more philosophical bent, Dave West’s Object Thinking is 500 pages of foundational understanding of how object thinkers approach problem solving. It’s not an accident that agile methods came out of the OO community. I could list names here ad nauseum, but I can’t skip past Rebecca Wirfs-Brock, whose book Object Design: Roles, Responsibilities, and Collaborations I still use when I teach OOAD.OO started as a small research project, but it was too far ahead of its time. When Alan Kay landed his hands on a Simula 67 tape in the 1970s, he was able to use the much faster contemporary computers to build something useful and usable, and he extended this simple kernel of an idea, that computational units can represent abstract things, and built the ecosystem of OO programming that we know and love today. While there are better and worse OO tools and languages, the idea fundamentally revised how we write software, and in doing so, changed all aspects of CS, information systems, and software engineering. Even within functional programming, where state does not change, the idea of metaphor most certainly applies to the technique of problem-solving, so we have OO FP.If you think of computer programs as collections of instructions and registers, you’ll get procedural programming. If you think of computer programs as collections of entities, you’ll open a new avenue of problem-solving that will enable ideas like frames, agency, and autonomy, and so much more yet to be discovered. And it all started with an idea from your literature class: the metaphor.

What are Management Skills?Management skills can be defined as certain attributes or abilities that an executive should possess in order to fulfill specific tasks in an organization. They include the capacity to perform executive duties in an organization while avoiding crisis situations and promptly solving problems when they occur.Management skills can be developed through learning and practical experience as a manager. The skills help the manager to relate with their fellow co-workers and know how to deal well with their subordinates, which allows for the easy flow of activities in the organization.Types of Management SkillsAccording to American social and organizational psychologist Robert Katz, the three basic types of management skills include:1. Technical SkillsTechnical skills involve skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives. These skills not only involve operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products and services, and market the services and the products.2. Conceptual SkillsThese involve the skills managers present in terms of the knowledge and ability for abstract thinking and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem, and find creative solutions. This helps the manager to effectively predict hurdles their department or the business as a whole may face.3. Human or Interpersonal SkillsThe human or the interpersonal skills are the skills that present the managers’ ability to interact, work or relate effectively with people. These skills enable the managers to make use of human potential in the company and motivate the employees for better results.Examples of Management SkillsThere is a wide range of skills that management should possess to run an organization effectively and efficiently.PlanningCommunicationDecision-makingDelegationProblem-solvingMotivatingBusiness AcumenKey Skills Every Manager Needs - But 90% Of Managers Lack1. Every manager needs to be able to ask for and take in feedback from their employees — without becoming defensive. This is a fundamental leadership skill that most managers lack. They are used to calling the shots, not asking their employees how they could get better at their jobs.2. Every manager must develop the ability to take an employee's perspective and see things from the employee's point of view.3. Every manager needs to understand how his or her function fits into the overall organization and how their business competes in its marketplace.Unfortunately, many managers have no idea how their organizations compete. They know a lot about their department but very little about the industry, the world or current events. That's a big problem!4. Every manager needs to learn self-reflection. They need to notice their own fear reactions — for example, when their boss is upset with them or when they are upset with one of their employees. Until we can notice and temper our own fear (keeping in mind that anger is a fear reaction) we will never learn to be leaders!5. Every manager needs to know how to acknowledge and reinforce employees - and how to avoid bashing and criticizing them when they make a mistake. True leaders accept their employees' mistakes as their own learning opportunities — after all, being a leader means taking responsibility for everything that happens in the department.6. Every manager needs to learn to stand up for their teammates when a higher-up manager gives an order that isn't feasible or achievable. Leadership means facing fear and stepping through it, but this aspect of leadership gets short shrift in traditional leadership training. If you can't stand up for your employees when there's pressure on you to conform, you might be a supervisor — but you are not a leader.7. Every manager needs to learn to manage his or her own career, completely apart from managing their department. We are all free agents now. We are all independent economic units. Leadership training can incorporate the idea of career self-determination and help managers develop their own long-term career plans, whether those plans keep them in the company that provided the training or take them far away from it!8. Every manager needs to learn to communicate with people of different ages, ethnic backgrounds, religions, political stripes and personality types and must learn to be open to a wide range of perspectives. It takes patience and focus to step out of our traditional biases, but it is part of every leader's job to do so.9. Every leader must learn how to build trust and community at work. Without trust, a department can't function the way it should. Too often, managers achieve results through fear — through threats, veiled or overt. That's the opposite of leadership!10. Every manager must learn to be human at work, especially when conditions are ripe for fear-based management tactics to creep in. When we lose our humanity at work, we are no longer leaders — we are functionaries and lackeys, doing what we're told out of fear of doing anything else.Differences Between a Leader and a ManagerA leader influences his subordinate to achieve a specified goal, whereas a manager is a person who manages the entire organizationA leader possesses the quality of foresightedness while a manager has the intelligenceA leader sets directions, but a manager plans detailsA manager takes decision while a leader facilitates itA leader and the manager is that a leader has followers while the manager has the employeesA manager avoids conflicts. On the contrary, a leader uses conflicts as an assetThe manager uses transactional leadership style. As against this, transformational leadership style is used by the leaderLeaders promote change, but Managers react to the changeA leader aligns people, while a manager organizes peopleA leader strives for doing the right things. Conversely, the manager strives for doing the right thingsThe leader focuses on people while a manager focuses on the Process and ProcedureA leader aims at the growth and development of his teammates while a manager aims at accomplishing the end resultsIt is also important to understand the difference between managing and leading, as every manager needs leadership skills & every leader needs management skills.“The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it”. - Warren G. Bennis

Before attempting to do SAP HR it will be a good idea for you to actual put up work experience so that you can understand the basics of HR function and the attendant challenges. Just look at what is expected from you - if you think you can handle these, then you can directly do SAP HR course, without any functional work expFunctional Consultant in HR is required to do the following :-To be part of the EVO Application Development team in order to architect the solution design.Analysis of business requirements.Design and implementation of full solutions ( Including testing and UAT Support)Identify integration issues and develop solutions to these issues.Work effectively with local experts as well as with the business community.The HR consultant is expected to help with development aspects relating to Organizational Management, Personnel Administration, Personnel Relations, Recruitment, Employee Self Service, Manager Self Service, Contractor Activity Timesheets (CATS), Personnel Development, Learning & Development, Payroll, Compensation & Benefits etc..Knowledge of 3rd party tools such as SABA, TALEO Org Plus is an added plus along with interfacing of these tools into SAP.Key Responsibilities :-To be part of the Application Development team in order to architect the solution design in the SAP HR area.Analysis of business requirements.Design and implementation of full solutions ( Including testing and UAT Support)Identify integration issues and develop solutions to these issues.Work effectively with local experts as well as with the business community.Clarify processes to end users and business stakeholders as requiredProvide detailed transactional information to internal and external auditors as requiredProvide guidance on technical feasibility and appropriateness of proposed solutions when alternative solutions are availableEstablish good relationships with stakeholders throughout the Vodafone operating companiesWork with incumbent SI partners to report and resolve any in-scope development related errors with the HR processes.Work with HR data owners to fix data issues or to re-assign responsibilitiesCan conceptualize and communicate winning propositions - making complex ideas look simple.Bright, ability to rapidly pick-up new technologies, propositions and business areas.Outcome oriented - maximizing balance of effort vs benefit to achieve objectives.Demonstrates excellent communication skills both verbally and in writing.Ability to work under own initiative and under tight time pressures - planning, prioritising and controlling own workload.Precise approach to project management and procedures.Continuous improvement - Inquisitive - self teaching of relevant new business thinking and technology solutions.Can contribute to a mixed workshop processUnderstands delivery within a fixed price model and able to operate effectively within those constraints.Can take ownership of sub-plans for specific functional requirement and can plan own time to ensure project milestones are met.Able to take an issue, then plan and deliver a solution using own initiative, with little guidance.Identifies and escalates issues and risks within project structure.Able to receive feedback/coaching on performance from other members of the team positively.Detailed knowledge of business requirements and solutions in their focus area.Ability to organize and co-ordinate diverse groups in complex situations.Broad content experience across multiple lines of business.Broad technical appreciation - including ALL key SAP functionality and technology.Manages design workshops on multiple area of expertiseIdentifying and raising issues to local Business Owners or management to achieve resolution for HR development tasksContribute input and coordination to training documentation for HR development tasksMaintain process documentation for HR processes & tasksAble to take an issue, then plan and deliver a solution using own initiative, with little guidance.Identifies and escalates issues and risks within project structure.Able to receive feedback/coaching on performance from other members of the team positively.