I found a couple of answers related to management skills in academia:More managers need to be capable of doing more than managing the personnel and structural aspects of a business. Accounting is an
invaluable skill to have in the day-to-day management of any business. Increasing complex investment strategies and opportunities
require managers who are able to do more than simply rely on the word of their accounting teams. Good managers need to be able to
understand the accounting team on their own terms, in order to provide proper oversight and protection to the business and its
investors. I am interested in improving my management and accounting skills at Warrington. I have enjoyed the good things that
my current school has to offer, but I am ready to develop my skills beyond its means. I am particularly drawn to UF, in part,
because the quality of the business school will mean that I am taught by and study with a higher caliber of professors and
students. This in turn will provide me with greater opportunities, challenges, and motivations.
In addition to school and family responsibilities, I have been active in my church for the past ten years. My activities there
have gone beyond maintaining and developing my own spiritual well-being, which I have done by participating in drama, choir, and
ministry projects. Though I have been an active student, I am most proud of the work I have done supporting community projects by
performing simple maintenance like painting a church, providing opportunities for fellowship to those in prison, or helping with
children's events. These activities, performed both at home and abroad, have allowed me to work with and meet a wide variety of
people. I have worked under supervisors and supplied supervision to younger people, in all these cases I was able to form positive
working relationships with the people around me. I take great pride in my ability to do good work, while forming strong
relationships. These abilities will serve me well in the future, as both a student and a manager.
