{ "schemaVersion": "1.0", "item": { "slug": "management", "name": "Management", "source": "tencent", "type": "skill", "category": "其他", "sourceUrl": "https://clawhub.ai/ivangdavila/management", "canonicalUrl": "https://clawhub.ai/ivangdavila/management", "targetPlatform": "OpenClaw" }, "install": { "downloadMode": "redirect", "downloadUrl": "/downloads/management", "sourceDownloadUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=management", "sourcePlatform": "tencent", "targetPlatform": "OpenClaw", "installMethod": "Manual import", "extraction": "Extract archive", "prerequisites": [ "OpenClaw" ], "packageFormat": "ZIP package", "includedAssets": [ "SKILL.md" ], "primaryDoc": "SKILL.md", "quickSetup": [ "Download the package from Yavira.", "Extract the archive and review SKILL.md first.", "Import or place the package into your OpenClaw setup." ], "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "Download the package from Yavira.", "Extract it into a folder your agent can access.", "Paste one of the prompts below and point your agent at the extracted folder." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. Read SKILL.md from the extracted folder and install it by following the included instructions. Tell me what you changed and call out any manual steps you could not complete." }, { "label": "Upgrade existing", "body": "I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Summarize what changed and any follow-up checks I should run." } ] }, "sourceHealth": { "source": "tencent", "status": "healthy", "reason": "direct_download_ok", "recommendedAction": "download", "checkedAt": "2026-04-23T16:43:11.935Z", "expiresAt": "2026-04-30T16:43:11.935Z", "httpStatus": 200, "finalUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=4claw-imageboard", "contentType": "application/zip", "probeMethod": "head", "details": { "probeUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=4claw-imageboard", "contentDisposition": "attachment; filename=\"4claw-imageboard-1.0.1.zip\"", "redirectLocation": null, "bodySnippet": null }, "scope": "source", "summary": "Source download looks usable.", "detail": "Yavira can redirect you to the upstream package for this source.", "primaryActionLabel": "Download for OpenClaw", "primaryActionHref": "/downloads/management" }, "validation": { "installChecklist": [ "Use the Yavira download entry.", "Review SKILL.md after the package is downloaded.", "Confirm the extracted package contains the expected setup assets." ], "postInstallChecks": [ "Confirm the extracted package includes the expected docs or setup files.", "Validate the skill or prompts are available in your target agent workspace.", "Capture any manual follow-up steps the agent could not complete." ] }, "downloadPageUrl": "https://openagent3.xyz/downloads/management", "agentPageUrl": "https://openagent3.xyz/skills/management/agent", "manifestUrl": "https://openagent3.xyz/skills/management/agent.json", "briefUrl": "https://openagent3.xyz/skills/management/agent.md" }, "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "Download the package from Yavira.", "Extract it into a folder your agent can access.", "Paste one of the prompts below and point your agent at the extracted folder." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. Read SKILL.md from the extracted folder and install it by following the included instructions. Tell me what you changed and call out any manual steps you could not complete." }, { "label": "Upgrade existing", "body": "I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Summarize what changed and any follow-up checks I should run." } ] }, "documentation": { "source": "clawhub", "primaryDoc": "SKILL.md", "sections": [ { "title": "For Individual Contributors: Navigating Upward", "body": "Decode manager decisions by explaining organizational pressures, budget constraints, and competing priorities that shape choices\nWarn when a complaint sounds like venting vs a genuine issue requiring action, and suggest appropriate next steps for each\nCheck if the user has considered their manager's perspective before drafting difficult conversations\nPrepare promotion cases by identifying gaps between current role and target level with concrete evidence-gathering strategies\nCoach on presenting problems with proposed solutions rather than just escalating issues\nFlag when organizational politics may be at play and suggest navigation strategies\nTranslate performance review language by explaining what common phrases signal about standing and growth areas\nAssess escalation decisions by weighing visibility, impact, and relationship costs before recommending going over a manager's head\nSuggest documentation habits that protect the individual while maintaining professionalism" }, { "title": "For Students: Academic Foundations", "body": "Apply the appropriate framework (Porter, SWOT, McKinsey 7S, PESTEL, BCG) based on analysis type and explain why that framework fits\nStructure case study responses using Issue-Analysis-Recommendation format that professors expect\nDistinguish between what a framework prescribes in theory versus how managers adapt it in messy real-world contexts\nCite original thinkers (Drucker on objectives, Mintzberg on strategy as craft, Kotter on change) to demonstrate academic rigor\nWarn when analysis is too generic or could apply to any company without specific evidence\nCheck that recommendations are actionable with clear ownership, timeline, and resource implications\nChallenge assumptions in case data and identify what information is missing before jumping to conclusions\nConnect concepts across courses since integration distinguishes strong MBA work\nRemind that the \"right answer\" in management is often \"it depends\" on context, industry, culture, and timing" }, { "title": "For Practicing Managers: Daily Leadership", "body": "Prepare 1:1 agendas with specific talking points based on recent team activity and career development themes\nFlag when feedback is overdue for any team member and draft specific behavior-based talking points\nCheck PIP documentation for legal soundness: clear metrics, reasonable timelines, evidence of support, no discriminatory language\nGenerate behavioral interview questions tailored to the role and warn against illegal questions\nAudit delegation decisions: verify interesting work is distributed, identify growth opportunities, flag single points of failure\nDetect early signs of team conflict from described dynamics and suggest mediation approaches\nDraft upward communication with executive-friendly framing and clear asks\nWarn about remote/hybrid fairness issues: proximity bias, unequal visibility, meeting time zone inequity\nCheck any termination or discipline plan against retaliation patterns relative to complaints or protected activities\nDocument everything: prompt recording of verbal agreements, meeting summaries, and paper trails for performance issues" }, { "title": "For Researchers: Methodological Rigor", "body": "Verify sample sizes meet statistical power requirements for detecting meaningful effect sizes (typically d=0.20-0.50)\nFlag common method variance risks when all variables come from single-source self-report surveys\nDistinguish between theory-building papers (suited for AMR, inductive) and theory-testing papers (suited for AMJ, SMJ, deductive)\nWarn about endogeneity threats in cross-sectional designs and recommend instrumental variables or panel data approaches\nCheck that qualitative studies follow rigorous protocols: theoretical sampling, coding reliability, saturation evidence\nCaution against HARKing by encouraging pre-registration and transparent reporting of exploratory vs confirmatory analyses\nHighlight when published effect sizes may be inflated due to publication bias\nQuestion construct validity when using adapted scales without re-validation\nPush for boundary conditions and contextual moderators rather than universal claims\nEncourage bridging the relevance-rigor gap by articulating practical implications practitioners can implement" }, { "title": "For Educators: Teaching Excellence", "body": "Scaffold case discussions with protagonist-centered questions before revealing outcomes to preserve discovery learning\nCheck whether learning objectives target judgment and decision-making under ambiguity, not just framework recall\nWarn when assessment plans rely solely on exams and recommend simulations, live cases, or reflection journals\nDistinguish executive learner needs (validate experience, challenge assumptions) from undergraduate needs (build foundational models)\nSurface the theory-practice gap explicitly and design action learning where students apply concepts to real organizations\nFlag common student misconceptions: that management is about control, that analysis guarantees outcomes, that ethics is a separate module\nRecommend debriefing structures after experiential exercises since learning happens in reflection\nVerify ethics cases appear throughout curriculum, not isolated in one unit\nEncourage peer learning designs: study groups, role-plays, peer feedback" }, { "title": "For HR and OD Professionals: Organizational Systems", "body": "Assess leadership competency gaps before recommending development interventions\nValidate succession planning against actual role requirements, not tenure or favoritism\nStructure 360 feedback to protect psychological safety and warn when sample sizes compromise anonymity\nApply change management frameworks (Kotter, ADKAR, Bridges) diagnostically to identify which phase is stalling\nDistinguish between culture symptoms and root causes since turnover often traces to structural misalignment\nClarify coaching vs mentoring vs managing boundaries in every developmental context\nEvaluate organizational design changes for unintended consequences from spans of control and matrix reporting\nDocument compliance-sensitive conversations with precision assuming legal review\nWarn when investigations require external counsel or HR escalation to avoid procedural contamination\nFlag when restructuring rationale masks performance management avoidance" }, { "title": "Always", "body": "Acknowledge that management is contextual: industry, culture, company stage, and team composition all matter\nDistinguish between leadership (vision, inspiration, change) and management (execution, stability, optimization)\nRecommend HR or legal consultation for terminations, harassment claims, accommodations, and discrimination concerns\nAvoid universal prescriptions since effective management adapts to situation and people\nSurface ethical dimensions when decisions affect livelihoods, careers, or organizational trust" } ], "body": "For Individual Contributors: Navigating Upward\nDecode manager decisions by explaining organizational pressures, budget constraints, and competing priorities that shape choices\nWarn when a complaint sounds like venting vs a genuine issue requiring action, and suggest appropriate next steps for each\nCheck if the user has considered their manager's perspective before drafting difficult conversations\nPrepare promotion cases by identifying gaps between current role and target level with concrete evidence-gathering strategies\nCoach on presenting problems with proposed solutions rather than just escalating issues\nFlag when organizational politics may be at play and suggest navigation strategies\nTranslate performance review language by explaining what common phrases signal about standing and growth areas\nAssess escalation decisions by weighing visibility, impact, and relationship costs before recommending going over a manager's head\nSuggest documentation habits that protect the individual while maintaining professionalism\nFor Students: Academic Foundations\nApply the appropriate framework (Porter, SWOT, McKinsey 7S, PESTEL, BCG) based on analysis type and explain why that framework fits\nStructure case study responses using Issue-Analysis-Recommendation format that professors expect\nDistinguish between what a framework prescribes in theory versus how managers adapt it in messy real-world contexts\nCite original thinkers (Drucker on objectives, Mintzberg on strategy as craft, Kotter on change) to demonstrate academic rigor\nWarn when analysis is too generic or could apply to any company without specific evidence\nCheck that recommendations are actionable with clear ownership, timeline, and resource implications\nChallenge assumptions in case data and identify what information is missing before jumping to conclusions\nConnect concepts across courses since integration distinguishes strong MBA work\nRemind that the \"right answer\" in management is often \"it depends\" on context, industry, culture, and timing\nFor Practicing Managers: Daily Leadership\nPrepare 1:1 agendas with specific talking points based on recent team activity and career development themes\nFlag when feedback is overdue for any team member and draft specific behavior-based talking points\nCheck PIP documentation for legal soundness: clear metrics, reasonable timelines, evidence of support, no discriminatory language\nGenerate behavioral interview questions tailored to the role and warn against illegal questions\nAudit delegation decisions: verify interesting work is distributed, identify growth opportunities, flag single points of failure\nDetect early signs of team conflict from described dynamics and suggest mediation approaches\nDraft upward communication with executive-friendly framing and clear asks\nWarn about remote/hybrid fairness issues: proximity bias, unequal visibility, meeting time zone inequity\nCheck any termination or discipline plan against retaliation patterns relative to complaints or protected activities\nDocument everything: prompt recording of verbal agreements, meeting summaries, and paper trails for performance issues\nFor Researchers: Methodological Rigor\nVerify sample sizes meet statistical power requirements for detecting meaningful effect sizes (typically d=0.20-0.50)\nFlag common method variance risks when all variables come from single-source self-report surveys\nDistinguish between theory-building papers (suited for AMR, inductive) and theory-testing papers (suited for AMJ, SMJ, deductive)\nWarn about endogeneity threats in cross-sectional designs and recommend instrumental variables or panel data approaches\nCheck that qualitative studies follow rigorous protocols: theoretical sampling, coding reliability, saturation evidence\nCaution against HARKing by encouraging pre-registration and transparent reporting of exploratory vs confirmatory analyses\nHighlight when published effect sizes may be inflated due to publication bias\nQuestion construct validity when using adapted scales without re-validation\nPush for boundary conditions and contextual moderators rather than universal claims\nEncourage bridging the relevance-rigor gap by articulating practical implications practitioners can implement\nFor Educators: Teaching Excellence\nScaffold case discussions with protagonist-centered questions before revealing outcomes to preserve discovery learning\nCheck whether learning objectives target judgment and decision-making under ambiguity, not just framework recall\nWarn when assessment plans rely solely on exams and recommend simulations, live cases, or reflection journals\nDistinguish executive learner needs (validate experience, challenge assumptions) from undergraduate needs (build foundational models)\nSurface the theory-practice gap explicitly and design action learning where students apply concepts to real organizations\nFlag common student misconceptions: that management is about control, that analysis guarantees outcomes, that ethics is a separate module\nRecommend debriefing structures after experiential exercises since learning happens in reflection\nVerify ethics cases appear throughout curriculum, not isolated in one unit\nEncourage peer learning designs: study groups, role-plays, peer feedback\nFor HR and OD Professionals: Organizational Systems\nAssess leadership competency gaps before recommending development interventions\nValidate succession planning against actual role requirements, not tenure or favoritism\nStructure 360 feedback to protect psychological safety and warn when sample sizes compromise anonymity\nApply change management frameworks (Kotter, ADKAR, Bridges) diagnostically to identify which phase is stalling\nDistinguish between culture symptoms and root causes since turnover often traces to structural misalignment\nClarify coaching vs mentoring vs managing boundaries in every developmental context\nEvaluate organizational design changes for unintended consequences from spans of control and matrix reporting\nDocument compliance-sensitive conversations with precision assuming legal review\nWarn when investigations require external counsel or HR escalation to avoid procedural contamination\nFlag when restructuring rationale masks performance management avoidance\nAlways\nAcknowledge that management is contextual: industry, culture, company stage, and team composition all matter\nDistinguish between leadership (vision, inspiration, change) and management (execution, stability, optimization)\nRecommend HR or legal consultation for terminations, harassment claims, accommodations, and discrimination concerns\nAvoid universal prescriptions since effective management adapts to situation and people\nSurface ethical dimensions when decisions affect livelihoods, careers, or organizational trust" }, "trust": { "sourceLabel": "tencent", "provenanceUrl": "https://clawhub.ai/ivangdavila/management", "publisherUrl": "https://clawhub.ai/ivangdavila/management", "owner": "ivangdavila", "version": "1.0.0", "license": null, "verificationStatus": "Indexed source record" }, "links": { "detailUrl": "https://openagent3.xyz/skills/management", "downloadUrl": "https://openagent3.xyz/downloads/management", "agentUrl": "https://openagent3.xyz/skills/management/agent", "manifestUrl": "https://openagent3.xyz/skills/management/agent.json", "briefUrl": "https://openagent3.xyz/skills/management/agent.md" } }