MANAGERIAL BEHAVIOUR AND EFFECTIVENESS

UNIT – I

1. DEFINING THE MANAGERIAL JOB

1.1. Descriptive Dimensions of Managerial Jobs

1.2. Methods

1.3. Model

1.4. Time Dimensions in Managerial Jobs

1.5. Effective and Ineffective Job behavior

1.6. Functional and level differences in

Managerial Job behavior.

INTRODUCTION

• The manager is one who manages himself/herself and is capable of managing others for the accomplishment of the organizational goals.

• Behaviour is conduct of a person.

DIMENSIONS OF MANAGERIAL JOB

Descriptive Behaviour

1. Gathering information, analysis & problem solving

2. Planning & organizing the projects

3. Time management

4.Budgeting & financial management

HENDRY FAYOL MANAGERIAL ACTIVITIES - FUNCTIONAL

• Technical (Production, Manufacturing)

• Commercial (Buying, selling, exchanging)

• Financial (obtaining and using capital)

• Security (Protecting of property and persons)

• Accounting (Balance sheet, Stock taking, Statistics and

costing)

• Managerial (Planning, organizing, commanding, co-

ordinating, control)

HENRY MINTZBERG ROLE DIMENSIONS

TIME MANAGEMENT

Act or process of exercising conscious

control over the amount of time

spent on specific activities to

increase efficiency and productivity

TIME MANAGEMENT PRINCIPLES

1. Principle of Brevity – Short Meetings, Comfortable for prolong meetings.

2. Principle of Habit –routine meetings at the end of the day

3. Delegation of authority – identify amount of work and assigning

4. Time Estimates – Set a time limit

5. Principle of Prioritization – List and schedule as per importance. Avoid big or small things

TIME MANAGEMENT PRINCIPLES

6. Write Goals: Paying off debts, finishing project on dates.

7. Proper Implementation: Start meeting on time. Reward people arrive on time rather than laggards.

8. Proper planning and follow-up: Minutes of meeting.

9. Principle of Effectiveness: Let subordinates suggest solution.

THE TIME MANAGEMENT MATRIX

IActivities:CrisesPressing ProblemsDeadline-driven projects

IIActivities:PreventionRelationship BuildingRecreationNew opportunities

IIIActivities:InterruptionSome Phone callsSome mailSome meetingsPopular activities

IVActivities:TriviaSome mailSome phone calls – Time WastersPleasure activities

Urgent Not UrgentIm

port

an

tN

ot

Imp

ort

an

t

SOME OF THE TIME WASTERSInternal time wasters:• Poor communication-written and verbal• Procrastination• Inability to say ‘No’• Poor prioritizing• Inadequate planning• Failure to delegate

External time wasters• Visitors• Meetings• Papers and correspondence• Telephone• Procedures and systems• Travel• Subordinates

TIME DIMENSIONS

• Three laws of time and effort

management:

1. The law for planning time – Doing right work

at right time

2. The law for applying effort – Searching right

opportunity and utilizing

3. The law for investing talent – Utilization of

talent

EFFECTIVE JOB BEHAVIOUR

INEFFECTIVE JOB BEHAVIOUR

LEVELS OF MANAGEMENT

• Top Level Management:1. Determines the objectives, policies and

plans of the organisation.2. Mobilises resources.3. Work of thinking, planning and deciding.

Called as Brain of the organisation.4. Prepare long-term plans5. Final authority in the organisation. 6. Responsible to Shareholders,

Government and the General Public. 7. Success or failure depends on efficiency &

decision making.8. They require more conceptual skills and

less technical Skills.

• Middle Level Management:1. Middle level management gives

recommendations to the top level management.2. It executes policies and plans.3. Co-ordinate the activities of all the departments.4. Communicate with the top level Management

and the lower level management.5. Spend time in co-ordinating and

communicating.6. Prepare short-term plans of their departments

which are generally made for 1 to 5 years.7. Intermediary between top and lower

management.8. Require more managerial and technical skills

and less conceptual skills.

• Lower Level Management:1. Lower level management directs the

workers / employees. 2. Develop morale in the workers. 3. Maintains a link between workers and

middle management. 4. Inform the management about the

performance, difficulties, feelings, demands, etc., of the workers.

5. Spend more time in directing and controlling.

6. The lower level managers make daily, weekly and monthly plans.

7. Limited authority but important.

FUNCTIONAL LEVEL MANAGERS1. Financial Manager: Responsible for accounting, cash

management and investment.

2. Marketing Manager: To develop new product, promote sales and distribution of product or service.

3. Production Manager: In charge of production and maintenance of machinery and equipments.

4. HR Manager: HRP, recruiting, selecting employees, T&D, designing compensation and benefit system.

5. Operations Manager: Transform input to output. Deals with layout, production, inventory and quality control.

6. Research and Development Manager: Coordinates the activities of Scientist and engineers on scientific projects.

• General Managers: – Not associated with any particular area.– Basic familiarity with all the functions rather

than specialized training.

• Line Managers:– Responsible for major work activities that

contribute to production or service.

• Staff Managers:– Responsible for specialized services in

support of line managers

MODELS OF JOB BEHAVIOUR• Heuristic Model: Indicates how the various managerial

characteristics and resourcefulness acting as inputs is being transformed into outputs through a transformation process.

Organisation Environment

Individual Characteristics

·Intelligence·Aptitude·Knowledge·Temperament·Preference·Expectation·Ability·Motivation·Opportunity

Transformation Process

·Managerial job dimension·General functions·Special functions

Organisational Results

·Profit Maximization·Organizational efficiency·High Productivity·Employee satisfaction·Customer satisfaction

Person Process

Product

MODELS OF JOB BEHAVIOUR• Heroic Models of the manager– It involves planning, assigning, monitoring and

coordinating the activities of the organisation.– Participative decision-making is lacking in this

model. – It is manager centered and the success relies heavily

on control capabilities.

• Manager as Master Technician– Emphasizes more on technical knowledge for

success.– More importance given for Individualistic attention

and expectations.– Applicable in organizations where knowledge of

manager is very wide, interpersonal relations minimal and where subordinates are not committed, co-operative and highly dependent.

MODELS OF JOB BEHAVIOUR

• Manager as ConductorManager tries to resolve conflicts between

managerial and subordinate thinking. Higher Involvement of subordinates in any

activities.Getting subordinates to buy ideas may be time

consuming.

• Manager as a DeveloperSubordinates share managerial and task responsibility. Crisis management is possible.New opportunities can be assessed easilyKnowledge and expertise sharing becomes possible.Creates opportunities for personal learning.

•  

IDENTIFYING MANAGERIAL TALENT

• Talent identification is very important

for a business in identifying the

talent within their business, retaining

that talent to good use.

METHODS / WAYS OF IDENTIFYING TALENT

• Traditional Method – IQ Test

• Interviews

• Simulations – work related behaviour

• Performance Appraisal – Individual’s

record of past managerial performance

STRATEGIES TO RETAIN TALENT

• Creating and Maintaining a Healthy Work Culture

• Employee Participation

• Provision of Benefits

• Fair and Competitive Salaries

• Fringe Benefits

• Training and Development

• Variety of Assignments

• Communicating Openly

• Flexibility

• Orientation Program

• Providing Best Possible Equipments

RECRUITMENT

Recruitment is the process of locating

and encouraging potential

applicants to apply for existing and

anticipated job opening.

SOURCES OF RECRUITMENT

PROCESS OF RECRUITMENT

1. Recruitment Planning:–Numbers of contact: number of

applicants necessary to fill all vacancies with the qualified people.

– Types of contacts: qualifications and experience expected.

2. Sources of Recruitment:

3. Contacting Sources:• Objective Factor Theory: Evaluating based on characteristics of

employment offers, such as, financial compensation and benefits, opportunities for advertisement, nature of work, location etc.

• Subjective Factor Theory: Congruence between personality patterns of the candidate and the image of the organization, and the choice is made on highly personal and emotional basis.

• Critical Contact Theory: Candidate is unable to make a meaningful differentiation of employment offers and terms of objective and subjective factors because of his limited or very short contact with the organization.

4. Application Pool: To attract as many candidates as possible.

5. Selection Process: Identify those with a greater likelihood of success in a job.

SELECTION

• Employee Selection is the process of putting right men on right job.

• It is a procedure of matching organizational requirements with the skills and qualifications of people.

PROCESS OF SELECTION

Placeme

ntStep 7

Hiring Decisions Step 6

Reference and Background

CheckStep 5

Medical Examination Step 4

Interview Step 3

Selection Tests Step 2

Screening Applicants Step 1

MANAGERIAL SKILL DEVELOPMENT

A systematic process of

growth and development by

which the managers develop

their abilities to manage.

METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME

• ON-THE-JOB TRAINING

On-the-Job training (OJT)

Job instruction training (JIT)

Coaching

Job Rotation

Understudy

Apprenticeship

METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME

• OFF-THE-JOB TRAINING

Lectures

Discussion Method

Demonstration

Simulation

Case Study

Role plays

Brain storming

Field Trip

METHODS OF TRAINING EVALUATION

• Post-training performance evaluation.

• Pre- training performance evaluation.

• Attitudinal change.

• Test scores.

• Improvement in production or methods

of problem solving.

REWARDSObjectives of Reward Management

• Support the organisation’s strategy• Recruit & retain• Motivate employees• Internal & external equity• Strengthen psychological contract• Financially sustainable• Comply with legislation• Efficiently administered

TYPES OF REWARD

• Extrinsic rewards: concrete rewards that employee receive. – Bonuses– Salary raise– Gifts– Promotion– Other kinds of tangible rewards

• Intrinsic rewards: tend to give personal satisfaction to individual– Information / feedback– Recognition– Trust– Relationship– Empowerment– Monogrammed name plaque

MOTIVATION THEORIES

Content (Need) Theories

Process Theories

Reinforcement Theories

a) Hierarchy Of Needs

b) ERG Theory

c) Manifest Needs

d) Two-Factor Theory

e) X And Y Theory

a) Equity Theory

b) Expectancy

Theory

c) Goal setting

Theory

a) Behavior

Modification

b) Learning Theory

a) MASLOW’S HIERARCHY OF NEEDS

b) ALDERFER'S ERG THEORY

• Growth needs: Development of competence and realization of potential

• Relatedness needs: Satisfactory relations with others

• Existence needs: Physical well-being

c) MANIFEST NEEDS BY MURRAY AND MCCLELLAND

Assumptions: – There is no hierarchy of needs– Needs are learned, not instinctive– Needs are never completely satisfied

• (N Ach) Achievement • (N Aff) Affiliation • (N Aut) Autonomy • (N Pow) Power (Dominance)

d) HERZBERG’S TWO FACTOR THEORY

Motivators (Intrinsic) Hygiene (Extrinsic)

Challenging workRecognitionResponsibility

StatusJob securitySalaryFringe benefitsWork conditions

e) MCGREGOR’S THEORY X AND THEORY Y

X THEORY Y THEORY

Employee does not like work.

He should be compelled, or

warned with punishment to

achieve goals.

A close supervision is required on

part of managers.

Expect job security.

They have little or no aspiration/

ambition.

Employees generally dislike

responsibilities.

Employees resist change.

Employees needs formal

direction.

Employees perceive job as

relaxing and normal.

No Need of supervision.

Employees can use self-direction

and self-control.

Employees’ show loyalty and

commitment to organization.

Employee can learn to admit and

recognize the responsibility.

The employees have skills and

capabilities.

2. PROCESS THEORY

a) Adam’s Equity Theory: Employees

compare their efforts and rewards

with those of others in similar work

situations.

b) VROOM EXPECTANCY THEORY

Motivation (M) = Expectancy (E) * Instrumentality (I) * Valence (V)

• Expectancy is the person's perception that effort will result in performance.

• Instrumentality is the person's perception that performance will be rewarded or punished.

• Valence is the strength of the reward or punishment that will result from the performance.

c) GOAL SETTING THEORY

• Goal setting involves establishing SMART goals.

• S – Specific• M – Measurable• A – Achievable• R – Realistic • T – Time Bound

3. REINFORCEMENT THEORIES

• Reinforcement theory of motivation was proposed by BF Skinner.

• It is based on “law of effect”.

a) Behaviour Modification

• Positive Reinforcement- Ex: Immediately praising an employee

for coming early for job.

• Negative Reinforcement- Ex: A child cleans his or her room, and

this behavior is followed by the parent stopping “nagging”.

• Extinction: Weakening a behavior. Ex: Getting no goodies when do

a behavior, they stop doing it.

• Punishment: Example: Having your pay docked for lateness. 

3. REINFORCEMENT THEORIES

b) Learning Theory• Learning is a relatively permanent change in

behavior or potential behavior that results from direct or indirect experience.

Key points: • Changes in behavior• Long-lasting effects• Affects potential and actual behavior• Caused by direct or indirect experience

METHODS OF PERFORMANCE APPRAISAL

• Ranking method• Graphic scale rating method• Forced choice method • Essay appraisal method• Paired comparison method• Field review method • Critical incidents method• MBO method

BALANCE SCORECARD

Balance scorecard is a performance

measurement framework that

translates an organisation’s strategy in

to clear objectives, measures and

targets.

CAREER MANAGEMENT

• A career is a person’s chosen profession or occupation.

• A Career is all the jobs that held during ones working life.

CAREER STAGES1. Growth [4 to 13]: start to find ways to develop

competencies

2. Exploration [early teens to mid-twenties]: people begin to crystallize, specify and implement an occupational choice.

3. Establishment [mid-twenties through mid-forties]: a suitable field is selected and efforts are made to secure

4. Maintenance [mid-forties to mid-sixties]: Stagnating or enriching

5. Disengagement [mid-sixties]: decelerating from formal employment to finding new roles with a view to retirement

CAREER MANAGEMENT ISSUES

• Career Plateau

• Dual career paths– technical / professional vs. managerial

• Skills obsolescence– continuous learning

• Balancing work and family• • Coping with job loss

UNIT IIIManagerial Effectiveness

Managerial Effectives is a manager's ability to achieve desired result.

Components of Managerial Effectiveness

• Leadership• Motivation• People Skills• Administrative Skills

FACTORS INVOLVED IN MANAGERIAL EFFECTIVENESS

• Role Performance

• Learning Behaviour

• Resilence

• Business Knowledge

MODELS OF MANAGERIAL EFFECTIVENESS

• Campbell, Dunnette, Lawler and Welek proposed PPP Model

Organisation Environment

Individual Characteristics

1. Intelligence2. Aptitude3. Knowledge4. Temperament5. Preference6. Expectation7. Ability8. Motivation9. Opportunity

Transformation Process

1. Planning2. Goal setting3. Decision Making4. Delegating5. Problem Solving6. Communicating7. Cooperating8. Displaying

Organisational Results

1. Profit Maximization

2. Organizational efficiency

3. Organizational stability

4. High Productivity5. Employee

Welfare6. Social Welfare

Person Process

Product

PPP MODEL

• Person Approach: Individual manager’s characteristic, traits and abilities.

• Process: Manager’s on-the-job behaviour and activities

• Product: Outcome of effective management.

MEASURES OF MANAGERIAL EFFECTIVENESS

• Superior’s Effectiveness and Performance Ratings.

• Subordinates ratings of Satisfaction, Organizational climate, Morale, Motivation, and leadership Effectiveness.

• Unit Performance Indices.

MANAGERIAL GRID

BRIDGING THE GAP

• A managerial problem can be

described as the gap between a

given current state of affairs and a

future desired state.

STEPS FOR PROBLEM SOLVING

• Problem Awareness

• Problem Definition

• Decision Making

• Action Plan Implementation

• Follow – Through

• Take Corrective Actions

MEASURING MANAGERIAL EFFECTIVENESS

• Supervisor’s Ratings

• Subordinate’s Ratings

• Unit Performance Indices

CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES

1. Procedures to ensure high quality of

work

2. Arrange for training and EDPs

3. Career development program

4. Monitor the quality of work through

performance appraisal.

5. Verification of information through

feedback.

CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES

6. Checking the accuracy of work.

7. Keep track of information or work progress.

8. Preparation for meetings and

presentations.

9. Organizing information or materials.

10.Checking the accuracy of reports.

AREAS THAT REQUIRES ATTENTION

1. Developing Initiative

Drive: High motivation for work

Energy: Enthusiastic in work place.

Self-starter: Does jobs proactively

AREAS THAT REQUIRES ATTENTION

2. Encouraging self management approach

Team player: Works in a team, supports and

encourages team members.

Leader: Defines goals and standards of

performance, delegates work.

Develops subordinates: Identifies, train &

involves people in all activities.

Disciplined: Maintains decorum of the workplace,

has respect for others

AREAS THAT REQUIRES ATTENTION

3. Facilitating appropriate

Communication

Articulate: Can communicate.

Persuasive: Sticks to a problem until it is

resolved.

Supportive: Supports subordinates.

Confident: Confidence in his values and

action.

MANAGER AS AN OPTIMIZER

• Effective manager is said to be an

optimizer in utilizing all the available

and potential resources

• Effective manager is expected to work

as an optimizer by focusing on low

waste and high goal attainment.

COMPONENTS OF MAKING MANAGER AN EFFECTIVE

OPTIMIZER

• Mentoring

• Feedback

• Counseling

• Discipline

UNIT - IV

ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS

ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS

• Changes in Social Environment

• Changes in Economic Environment

• Changes in Technical Environment

• Changes in Political Environment

• Changes in International

Environment

Changes in Social Environment

• Population Explosion: New jobs, New method of production and modes of living

• Educational Level: Eradicate literacy. Increase Education level. Educated consumers &Workers.

• Leisure Time: Reduced work hrs. Increased automation. Tourism/Part time Jobs.

• Public Opinion: If people distrust market system, they prefer government controls.

Changes in Economic Environment

• Environment will not remain confined to land but would extend to ocean and space.

• Business Competition crosses national borders.

• Big organizations continue to grow.

• Small firms will be needed to serve as feeders to larger ones.

Changes in Technological Environment

• Automation: – Jobs become routine and unchallenging. – Robots created job-insecurity. – Future organisation will be highly

automated man-machine system

• Information Technology:– Electronic equipment to collect and

process data– Simulation of higher order thinking

Changes in Political Environment

• Greater government interfaces to safeguard the interest of workers, consumers & public.

• Government may restrict the scope of private sectors in certain areas.

• Financial units will take active part in the policy formulation of the firms whom they have advanced funds.

Changes in International Environment

• Multilateral trade among the nations will increase.

• The role of IMF, world bank and others will change changes the globalization of economies.

• The number of MNCs will increase.

PURPOSE OF ORGANIZING

• Facilitates Administration

• Facilitates growth and direction

• Facilitates adoption of new

technology

• Stimulates creativity and initiative

• Intensive use of human resource

ORGANIZATIONAL PROCESSES

• Planning

• Communication

• Problem-Solving and Decision–

Making

• Monitoring and Evaluation

IMPORTANCE OF ORGANISATION

• Optimum Utilization Of Resources

• Ensures Co-ordination

• Facilitates Effective Management

• Motivate Personnel

• Facilitates Delegation Of Authority

• Encourages Initiative And Innovation

• Technological Improvements

• Facilitates Growth

ORGANISATION AS A PROCESS

• Division of work

• Grouping of activities

• Assignment of duties

• Delegation of authority

• Defining relationship

ORGANIZATIONAL CLIMATE

Organizational climate is a set of

properties of the work

environment, perceived directly or

indirectly by the employees, that is

assumed to be a major force in

influencing employee behavior.

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE

• General Perception: Organizational climate is a general expression of what the organization is.

• Qualitative Concept: It is an abstract and intangible concept. It is difficult to explain the components of organizational climate in quantifiable units.

• Distinct Identity: It reflects how an organization is different from other organizations.

• Enduring quality: Represents a relatively enduring quality of the internal environment that is experienced by the organizational members.

• Multi – dimensional concept: Individual autonomy, authority structure, leadership style, pattern of communication, degree of conflicts and cooperation, etc.

FACTORS INFLUENCING ORGANIZATIONAL CLIMATE

• Organizational context – mission, goals and objectives,

function, etc.

• Organization structure – size, degree of centralization and

operating procedures.

• Leadership process – leadership styles, communication,

decision-making and related processes.

• Physical environment – employee safety, environmental

stresses and physical space characteristics.

• Organizational values and norms – conformity, loyalty,

impersonality and reciprocity.

• Overt & Covert factors of Organization climate– Open factor: Hierarchy, Goals of organisation, Skills and abilities of

employees– Closed factor: Values, attitudes, Norms

APPROACHES TO LEADERSHIP

Early Approaches Contemporary Approaches

Trait Theory

Behaviour Theory

Situational Theory Transactional –Transformational Leaders

Charismatic Leadership Theory

Stogdill’s Trait Factor

University Iowa Studies

Fiedler’s Contingency Model

Leader Continuum

Hersey and Blanchard’s Situational Leadership

Ghiselli ‘s Personal Traits

Ohio State University Studies

Leadership Participation

Michingan Research

Tannenbaum & Schmidt’s Situational Continuum

Managerial Grid

Path Goal Theory

Reddin’s Three Dimensional Model

STOGDILL’S TRAIT FACTORS

1. Intelligence2. Physical Features3. Inner Motivation Drive4. Maturity5. Vision and Foresight6. Acceptance of Responsibility7. Open-mind and Adaptability8. Self-Confidence9. Human Relations Attitude10.Fairness of Objectivity

GHISELLI ‘S PERSONAL TRAITS1. Very Important

Decisiveness Intellectual capacity Job achievement orientation Self-actualization feelings Self-confidence Management ability – Team builder

2. Moderately Important Affinity for working class Drive and initiative Need for a lot of money Need for job security Personal maturity

3. Almost No Importance Masculinity versus femininity

UNIVERSITY IOWA STUDIES

Behaviour Theories are based on 1. Employee-Centered2. Job-Centered

University Iowa Studies• Autocratic Leadership Style• Democratic Leadership Style

LEADER CONTINUUM

• Autocratic

• Laissez – Faire

• Democratic

• Benevolent Autocrat

OHIO STATE UNIVERSITY STUDIES

• Initiating Structure• Consideration

The findings of the study:1. Initiating Structure: Positively related to

performance and negatively related to absenteeism & Grievances.

2. Consideration: Negatively related to performance and positively related to absenteeism & Grievances.

3. Both: High performance and satisfaction

MICHINGAN RESEARCH

• Employee Centered Behaviour

• Production Centered Behaviour

Leaders will not be able to have an employee

centered behaviour and production centered

behaviour at the same time.

Employee Centered

Job Centered

MANAGERIAL GRID

• Concern for Production• Concern for People

FIEDLER’S CONTINGENCY MODEL

• Task-oriented or controlling: Leader

gains satisfaction from seeing tasks

performed

• Relationship-oriented or

considerate: Leader tries to achieve

good interpersonal relations with the

subordinates.

HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP

LEADERSHIP PARTICIPATION

Leadership Styles

• Decide: Leader makes the decision alone and either

announces or sells it to the group.

• Consult Individually: Leader presents the problem to group

members individually and get their suggestions.

• Consult Group: Leader presents the problem to group in a

meeting and then makes a decision.

• Facilitate: Leader presents the group about the problem and

the boundaries within which a decision should be made.

• Delegate: Leader permits the group to make the decision

within prescribed limits.

TANNENBAUM AND SCHMIDT’S SITUATIONAL CONTINUUM

PATH GOAL THEORY

The theory states that a leader's

behavior is dependent to the

satisfaction, motivation and performance

of her or his subordinates.

REDDIN’S THREE DIMENSIONAL MODEL

Basic Style Less Effective Managerial Style

More Effective Managerial Style

Separated Deserter Bureaucrat

Related Missionary Developer

Dedicated Autocrat Benevolent Autocrat

Integrated Compromiser Executive

• High relationship orientation & high task orientation is called as INTEGRATED TYPE.

• High relationship orientation & low task orientation is called as RELATED TYPE.

• Low relationship orientation & high task orientation is called as DEDICATED TYPE.

• Low relationship orientation & low task orientation is called as SEPARATED TYPE

TRANSACTIONAL –TRANSFORMATIONAL LEADERS

• Transactional Leaders: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

• Transformational Leaders: Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

CHARISMATIC LEADERSHIP THEORY

• Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

• The leader Communicates an attractive vision.

• Charismatic leader is the one who use his personal charm to get things done.  This can be an extremely powerful way to lead others.

• The leader then communicates high performance expectations and expresses confidence that followers can attain them.

GROUP INFLUENCES

• Group may be defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives.

DIFFERENT TYPES OF GROUPS

• Formal group• Informal groups• Psychological groups– extension of

informal groups• Virtual Groups• Interacting, Co-acting, and Counteracting

Groups• Open and Closed Groups• Closed groups• Membership and Referent Groups• In and out groups: In

FACTORS INFLUENCING GROUP EFFECTIVENESS

• Work Team Structure Issues:– Goals & Objectives – Guidelines– Performance measures– Role specification.

• Work Team Process Issues– Managing cooperative behaviors– Managing competitive behaviors

• Diversity in Teams– Plays a large role in groups’ effectiveness. – Members contribute to team in one of four styles:

• Contributor• Collaborator• Communicator• Challenger • Integrator

• Dissimilarity in Teams– Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs,

workgroup relationships, self-esteem, and organizational citizenship behavior.– Can have positive or negative effects on teams– Value dissimilarity negatively related to team involvement

• Structural Diversity

JOB CHALLENGE

• Job Challenge refers to the opportunity for professionals to make fullest use of their Skills.

JOB CHALLENGES FACED BY MANAGERS

• Unfamiliar Responsibilities• Inherited Problems• High Stakes• External Pressure• Work Across Cultures• New Directions• Problems with Employees• Scope and Scale• Influence without authority• Work Group Diversity

COMPETITIVENESS

The degree to which a country can,

under free and fair market conditions,

produce goods and services which meet

the test of international markets, while

simultaneously maintaining and

expanding the real incomes of its

people over the long-term

FACTORS INFLUENCING COMPETITIVENESS

• Domestic economy• Internationalization• Government• Finance• Infrastructure• Management• Science and technology• Quality of people

MANAGERIAL STYLES

• Democratic Style• Affliative Style• Pacesetting Style• Authoritative Style• Coercive Style• Coaching Style

UNIT VDEVELOPING THE WINNING EDGE

Self Development

Negotiation Skill

Knowledge Management

Developing competitive Spirit

Fostering Creativity & Innovation

NEGOTIATION

• Negotiation is a dialogue between two or more people or parties, intended to reach an understanding and resolve point of difference.

Skills RequiredAttitudePersonal SkillKnowledge on ProblemDefining OutcomeFraming & Reframing

NEGOTIATION PROCESS

Preparation & planning

Defining Ground Rules

Clarification & Justification

Bargaining & Problem Solving

Closure & implementation

APPROACHES TO NEGOTIATION • Distributive BargainingClaiming value / Zero-Sum / Win-LoseA competitive negotiation strategy used

to decide how to distribute a fixed resource.

• Integrative BargainingInterest Based / Collaborative / Win-WinA negotiation strategy in which parties

collaborate to find a win-win solution to a problem

ISSUES IN NEGOTIATION

• Biases in Decision Making• Personality Traits• Cultural Differences• Third party Negotiation

Mediator: Mutually Satisfy & Strengthen Relationship

Arbitrator: Authority to dictate an outcome. Advantage is that negotiations they are involved in always results in a settlement.

Conciliator: Someone acting only as a communication medium.

Consultant: Facilitate problem solving through communication & analysis.

KNOWLEDGE MANAGEMENT

• KM comprise a wide range of strategy and practices used in an organisation to create, identify, store, share and application of knowledge and experience.

Components of KMTechnology ComponentOrganisation ComponentPeople Component

DRIVERS OF KM

Technology Drivers

Process Drivers

Knowledge Related

Organisation Drivers

HR / Personnel Specific Drivers

Financial Drivers

KM PROCESS

• Knowledge Creation

• Knowledge Storage

• Knowledge Sharing

• Knowledge Sharing

Knowledge Conversion Process

• Tacit to Tacit - Socialization

• Tacit to Explicit - Externalization

• Explicit to Tacit - Internalization

• Explicit to Explicit - Communication

DIFFICULTIES IN KM

1. Justification of investment in KM2. Support from Senior Management3. Overcoming Cultural Hurdles4. Encouraging Employees to use and share

knowledge5. Confidentiality Issues6. Collection & Storage of Wrong

Information7. Measure8. KM system is not a static system

CREATIVITY

• Creativity is a mental and social

process involving the generation of

new ides or concepts

FOSTERING CREATIVITY

• Idea Box / Matrix Analysis: Input | Frequency

| Subject | Target Group.

• Heuristic: Rapidly coming to solution that is

hoped to be close to best

• Mind Mapping: Think visually about issues and

problems

• Synectics: Joining together of different

unconnected and irrelevant.

• Metaphor: Ability to link 2 different things

FOSTERING CREATIVITY

• Brainstorming: Discussion

• Forced Relationship: Finding relationship

between 2 things.

• Visual Thinking: Graphs, diagrams, charts and

Models

• Morphological Analysis: Work at Various problem

and combining them to a new and novel ways.

• Serendipity: Discover of things by happy

accidents or chance.

INNOVATION

• Ability to create something new based on knowledge that has bee

attained.

Types

1. Product

2. Process

3. Paradigm

4. Radical

5. Systems

6. Incremental

7. Additive

8. Complementing

9. Technology

SOURCES OF INNOVATION

1. Unexpected Outcomes

2. Incongruities (Unsuitable)

3. Process Needs

4. Industry & Market Change

5. Demographic Change

6. Perceptual Changes

7. Knowledge Based Concepts

FACTORS INFLUENCING INNOVATION & CREATIVITY

• Complex & Challenging Jobs

• Diversity

• Coworker

• Resources

• Adaptability

• Conflicts