In management, expertise has brought practical and hypothetical benefits to coexisting management thinking. Management's attention has shifted towards the analysis of the skills of managers in organizations. Numerous academics have attempted to investigate different skills and how they are displayed with varying success. For the eminent 19th century management theorist Henry Mintzberg, competence could be understood as a capacity or ability. Whereas according to the theorist Henri Fayol, there are some functions in management that go hand in hand with the skills of managers. This essay aims to discuss what are the different management skills that can influence managers to achieve organizational goals and missions and how to develop skills, knowledge and various skills as managers using the analysis of theorist Henry Mintzberg and Henri Fayol. To do this, we will first carry out an analysis of our current skills and weaknesses as managers. Secondly, it will be necessary to show how Henry & Henri's writings have helped us to better understand the ways in which we can develop management skills, knowledge and skills. To start the discussion, you need to analyze your current skills and weaknesses as a manager. “When a person's abilities are consistent with job requirements and organizational needs, performance is considered to peak.” (Richard E. Boyatzic 2007, 21st Century Skills). The dynamic characteristics of the management of all types of sectors give rise to managerial activities (Planning, Organisation, Command, Coordination, Control). According to Henri Fayol (1949) these managerial activities are recognized as the basis for achieving organizational objectives and missions. Where as Mintz...... in the center of the card ......ial. He believes that the lack of theory could make the practice of management difficult. So he felt that special study was needed to practice management. He also emphasized management training and therefore was content with management duties. He also explains that “The functions are flexible and capable of adapting to every need; it's about knowing how to use them, a difficult art that requires intelligence, experience, decision and proportion. Comprised of touch and experience, proportion is the primary attribute of the manger.” Tsoukas (1994) pro offered the idea that, among other things, Fayol's (1949) management functions and Mintzberg's (1973) management roles represent different but ontological levels of management. We can incorporate both perspectives to develop the most important skills, knowledge and competencies identified above