Conceptual Skills: The capability to work with ideas and concepts is conceptual

skills. Meanwhile human skills works over human resources and technical skills
works over procedures, conceptual skills involve the ability to work with ideas. An
employee with conceptual skills can comfortably talk about the ideas that shape an
organization in detail. The worker understands the risks that can affect the
organization and is able to express with the objectives that the organization has.
Working with abstractions and hypothetical ideas is the characteristic of workers
with conceptual skills.

Conceptual skills enable the employee to create a strategic plan and vision for a
company. For example, conceptual skills are necessary in the event that a resident
engineer needs to change a constructive parameter (material, thickness, design) to
ensure the quality and durability of the project. Another serious example, a non-
governmental organization working in education creates a strategic plan to
successfully compete with private entities. The point of these examples is that
conceptual skill has to do with the mental work of shaping the meaning of
organizational or policy issuesunderstanding what a company stands for and
where it is or should be going (Leadership Theory and Practice, 2013). Conceptual
skills are the most important in top position in an organization but in the bottom part
they are no necessary.

Human Skills: Human skill is knowledge about and ability to work with people. It is
quite different from technical skill, which has to do with working with things (Katz,
1955). Human skills are people skills. They are the abilities that help a leader to
work effectively with subordinates, peers, and superiors to accomplish the
organizations goals (Leadership Theory and Practice, 2013). Human skills allow a
leader to assist employees in working as a group to obtain the organization goals.
It means being aware of ones own perspective on issues and, at the same time,
being aware of the perspective of others (Katz, 1955). Employees in different levels
with human skills can adapt their own way of thinking to their co-workers,
subordinates and leaders. Employees and managers with human skills can create
an atmosphere of trust where co-workers, subordinates and leaders can feel
comfortable and secure and feel involved in the planning of goals or objectives that
will affect them. In short, human skill is the capacity to get along with others as you
go about your work (Leadership Theory and Practice, 2013).

Technical Skill: Technical skill is knowledge about and proficiency in a specific type
of work or activity. It includes competencies in a specialized area, analytical ability,
and the ability to use appropriate tools and techniques (Katz, 1955). For example,
in a construction company, technical skill might include knowing the construction
procedures, standards and drawings with specifications, the company construction
projects, and how to make these projects functional to its clients. In this examples,
Technical skills play an essential role in producing the actual projects a company is
building.

Technical skill is not so much important in upper level of management otherwise in

lower and middle levels of management is most important. For leaders at the
highest level, CEOs, presidents, and senior officers, technical competencies are
not as essential. Individuals at the top level depend on skilled subordinates to
handle technical issues of the physical operation. (Leadership Theory and Practice,
2013).

Employee-centered behaviors (Employee dimension): This emphasizes supportive

leadership and interaction facilities. It demands a lot of concentration of the leader
in the satisfaction of the needs of the employees at the same time that it foments
the interpersonal relations.

An employee-centered workplace is one in which all individuals, programs,

processes, and systems are focused on helping employees become fully
successful. Individuals who feel valued will provide excellent products and service,
which will result in the achievement of organizational goals. In such an
environment, everyone wins: workers, management, customers, vendors, and
other stakeholders. (Pat Lynch, 2009)

CONSTRUCTION OF NETWORKS (MAIN PIPELINE,SECONDARY PIPELINE RINGS

AND CONNECTIONS) FOR THE SUPPLY OF NATURAL GAS IN RESIDENTIAL AREAS
- COMMERCIAL AND INDUSTRIAL IN THE MUNICIPALITIES OF THE PROVINCE
GUANENTA AND COMUNERA - SANTANDER. - duration: 6 months.