49981473 managerial-effectiveness

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

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

Approaches to Measure Effectiveness

• Goal Approach• Behavioural Approach• System Resource Approach• Strategic constituencies Approach

Criteria For Organisational Effectiveness

Causal Factors

• Strategy• Technology • People• Structure

Intervening Criteria

• Product Related

• Customer Related

• People Related

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

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

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

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

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

The Product

These reflect on outcome of effective managing and include:

• Organizational efficiency• High productivity• Profit maximization• Organizational stability• Employee welfare• Social welfare

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

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

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

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

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

Measuring Managerial Effectiveness

• Common Measures

– Superiors’ Effectiveness and Performance Ratings

– Subordinates’ Ratings of Satisfaction, Organizational Climate, Morale, Motivation, and Leadership Effectiveness

– Unit Performance Indices

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

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

• Developing Initiative

• Encouraging Self-Management Approach

• Facilitating Appropriate Communication

Current Industrial and Government Practices in The Management of Managerial Effectiveness

• Developing Initiative

– Drive

– Energy

– Self-Starter

Current Industrial and Government Practices in The Management of Managerial Effectiveness

• Encouraging Self-Management Approach

– Team Player

– Leader

– Develops Subordinates

– Disciplined

Current Industrial and Government Practices in The Management of Managerial Effectiveness

• Facilitating Appropriate Communication

– Articulate

– Persuasive

– Supportive

– Confident

Current Industrial and Government Practices in The Management of Managerial Effectiveness

• 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

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

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 …..

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 .

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

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 .

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?

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.

Manager as a Optimizer

Effective manager is excepted to work as an optimizer by focusing on

low waste and high goal attainment