Managerial Effectiveness
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Transcript of Managerial Effectiveness
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Organizational EffectivenessReference:
1. Human Resource Management by
Ashwathappa
2. Leadership Enhancing the Lessons of Experience by
Richard L Hughes, Robert C Ginnett, Gordon J Curphy
3. Managerial Behaviour and Effectivenessby E. Ananda Raja/N R V Prabhu/ P Lameshwara Rao
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Concept of Organizational Effectiveness(Ref. book 1)
• Efficiency Vs Effectiveness
Efficiency: Represents the Cost/Benefit rate incurred in the pursuit of these goals.
Effectiveness: The Degree in which operative goals have been attained
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Approaches to Measure Effectiveness
• Goal Approach• Behavioural Approach• System Resource Approach• Strategic constituencies Approach
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Criteria For Organisational Effectiveness
Causal Factors
• Strategy• Technology • People• Structure
Intervening Criteria
• Product Related
• Customer Related
• People Related
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Managerial EffectivenessOrganizational Environment
Individual Characteristics•Intelligence•Aptitude•Knowledge•Temperament•Preference•Expectation•Ability • Feedback•Motivation•Opportunity
Transformation Process
•Managerial Job dimension•General functions&Specialized functions
Organizational results•Profit maximization•Organizational efficiency•High Productivity•Employee Satisfaction Feedback•Customer satisfaction
Person Process Product
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1,9 9,9
5,5
1,1 9,1
• The Managerial Grid
Conc
ern
for p
eopl
e
Concern for Production
High
LowHigh
Managerial Effectiveness
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The Person• Qualities include Ability to sustain defeat Ambitious Capable of good judgment Competitive Decisive Defensive Emotional stability Extrovert Group oriented Intelligent Optimistic Predictable Self-controlled
• Qualities include Alert Assertive Confident Creative Dedicated Dynamism Energetic Fear of failure Honest Mentally strong Pragmatic Realistic Tolerant
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The PersonMost Descriptive of Successful Key
ExecutiveLeast Decretive of Successful Key
ExecutiveDecisive Amiable
Aggressive ConformingSelf-Strarting Neat
Productive ReservedWell-informed Agreeable
Determined ConservativeEnergetic KindlyCreative Mannerly
Intelligent CheerfulResponsible FormalEnterprising Courteous
Clear Thinking Modest
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The Process• Answers how managers manage successfully• Manage work instead of people• Plan and organize effectively• Set goals realistically• Decisions based on consensus but accept responsibility• Delegate frequently and effectively• Rely on others to help solve problems• Communicate precisely• Cooperate with others• Display consistent and dependable behavior• Win with grace• Express hostility tactfully
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The Product
These reflect on outcome of effective managing and include:
• Organizational efficiency• High productivity• Profit maximization• Organizational stability• Employee welfare• Social welfare
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Effectiveness Through Adaptive Coping Cycle
• Stages of Adaptive-Coping Cycle– Sensing of Change– Importing the Relevant Information– Changing Conversion Process– Stabilizing Internal Changes– Exporting New Outputs– Obtaining Feedback
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Developmental Plan (Bridging Gaps)
• Conducting a GAPS Analysis
• Identifying and Prooritizing development Needs
• Bridging the Gaps: Building a development Plan
• Reflecting on Learning: Modifying development Plans
• Transferring Learning to New Environment
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Developmental Plan (Bridging Gaps)
• Recall : Motivation by Porter and Lawer
Performance
PerceivedEffort-
RewardProbablity
Effort
Abilities
Role Perception
Value Reward
Extrinsic Reward
Intrisic Reward
Perceived Equitable Rewards
Satisfaction
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Developmental Plan (Ref. Book 2) (Bridging Gaps)
Goals:Where do you Want to Go?
Step 1: Career Objectives
Career strategies
Abilities:What can You Do Now?
Step 2: What strengths do you have for your career Objectives?
Step-3: What development Needs will you have to overcome?
Perceptions:How do others See You?
Step 4: 360 –Degree and Performance Review Results, and Feedback from others:
BossPeersDirect Reports
Standards:What does your boss or the Organisation Expect?
Step 5: Expectations
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Developmental Plan (Bridging Gaps)
• Bridging The GAPS: Building a Development Plan
Step 1: Career and Development ObjectivesStep 2: Criteria for SuccessStep 3: Action StepsStep 4: Whom to Involve and Reassess datesStep 5: Stretch AssignmentStep 6: ResourcesStep 7: Reflect with a Partner
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Measuring Managerial Effectiveness
• Common Measures
– Superiors’ Effectiveness and Performance Ratings
– Subordinates’ Ratings of Satisfaction, Organizational Climate, Morale, Motivation, and Leadership Effectiveness
– Unit Performance Indices
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Measuring Managerial Effectiveness
Measure Advantages Disadvantages
Superiors’ Ratings Frequently Used
•Superiors’ Biases
•Raters unware of true Performance
•Raters’ unwillingness to provide tough feedback
Subordinates’ Ratings •Subject of Leaders’ Behaviours
•Multiple Raters
•Unmotivated subordinators
•May be no links between ratings and unit performance
Unit Performance Indices Actual Results Results due to factors beyond leaders’ control
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Current Industrial and Government Practices in The Management of Managerial Effectiveness (Ref. Book 3)
• Sets up procedures to ensure high quality of work
• Arrange for training and executive development programmes
• Involvement on career development programme of its employees
• Monitor the quality of work through performance appraisal
• Verification of information through feedback
• Checking the accuracy of one’s own and others’ work
• Developing and using systems to organize and keep track of information or work
progress
• Carefully preparing for meetings and presentations
• Organizing information or materials for others
• Careful reviews
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• Developing Initiative
• Encouraging Self-Management Approach
• Facilitating Appropriate Communication
Current Industrial and Government Practices in The Management of Managerial Effectiveness
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• Developing Initiative
– Drive
– Energy
– Self-Starter
Current Industrial and Government Practices in The Management of Managerial Effectiveness
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• Encouraging Self-Management Approach
– Team Player
– Leader
– Develops Subordinates
– Disciplined
Current Industrial and Government Practices in The Management of Managerial Effectiveness
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• Facilitating Appropriate Communication
– Articulate
– Persuasive
– Supportive
– Confident
Current Industrial and Government Practices in The Management of Managerial Effectiveness
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• The Skills and Competencies required to Perform Better
– Ability to Plan
– Organize
– Execute
– Meet deadlines
Current Industrial and Government Practices in The Management of Managerial Effectiveness
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Managerial Effectiveness Development
Organizational Interventions• OD Values
– Respect for Employees– Trust and Support– Power Equalization– Confrontation– Participation
• OD Intervention Techniques– Sensitivity Training– Survey Feedback– Process Consultation– Team Building– Inter-Group development
Adoption of Skills By Managers for Effective Management of Corporate• Problem Solving• Analytical Thinking• Forward Thinking• Conceptual Thinking• Strategic Thinking• Technical Expertise• Entrepreneurial Orientation• Fostering Innovation• Result Orientation• Decisiveness• Self-Confidence• Stress Management• Personality Credibility• Flexibility
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Manager as a Optimizer
• According to campbell, in his behavioral
approach says , effective manager is said to be
an optimizer in utilizing all the available and
potential resources …..
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Manager as a Optimizer
• Effective manager focuses on what he is doing
and effectively deals with how we are doing .
As it is a known fact that efficiency is doing the
task correctly and refers to the relationship
between inputs and outputs .
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Manager as a Optimizer
• Effective managers do differently from their less-effective counterparts.
• Have high concern for people and productivity
• Effective managers are able to communicate
• Spend Time in Managing
• Using General Style
• Allow Employees to Influence them
• Have influence upward
• Minimize Status Differences
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Manager as a Optimizer
Spend Time Managing
The effective manager spend most of their time manager . That is they spend most of their time identifying opportunity for improvement, locating problems, training subordinates , developing contacts with other in the organization, working through inter- unit differences .
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Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to
these questions.
What is my potential contribution?
What are my objectives?
What does it take to be effective here?
What needs changing?
What is organization’s philosophy
What can I do now?
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Manager as a Optimizer
What is my potential contribution?
What are my objectives?
What does it take to be effective here?
What needs changing?
What is organization’s philosophy
What can I do now?
How can I improve my superior ‘s
effectiveness ?
How can I improve my coworker’s
effectiveness ?
How can I improve my subordinate ‘s
effectiveness ?
How can I change the technology ?
What is my future ?
What will the future demand ?
The actions he is to take will arise from the answers a manager gives to these questions.
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Manager as a Optimizer
Effective manager is excepted to work as an optimizer by focusing on
low waste and high goal attainment