MANAGERIAL EFFECTIVENESS

Managerial effectiveness is the degree to which management actions are achieving the goals and objectives agreed for a protected area.

The evaluation of managerial effectiveness help attain given objectives of the organization, as well as, bring the success and ultimate survival of the organization.

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MANAGERIAL EFFECTIVENESS

The need of managerial effectiveness is as strong in public sector organizations as in private enterprise organizations.

Managerial effectiveness depends on various elements, among of them are the manager himself/ herself, the people manager working with, and the organization.

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EFFECIENCY and EFFECTIVENESS

Efficiency is concerned with ‘doing things right’, and relates to inputs and what the manager does (as things that yield positive results).

Effectiveness is concerned with ‘doing the right things’, and relates to outputs of the job and what the manager actually achieves (as completing a task cheaper or faster).

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EFFECTIVENESS MANAGER and

SUCCESSFUL MANAGER■ Effective managers: have the quantity and quality of standards of performance, and the satisfaction and commitment of subordinates.■ Successful managers: have the speed of their promotion within an organisation.

EFFECTIVENESS MANAGER and

SUCCESSFUL MANAGER The biggest contribution to effectiveness

came from communicating, human resource management, and the weakest from networking activity respectively.

The biggest key to success came from the networking activity, with the weakest contribution from the human resource management activity.

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MEASURES of EFFECTIVENESS

The manager’s effectiveness may be assessed in part by such key factors: ■ The strength of motivation and morale of staff ■ The success of their training and development ■ The creation of an organizational environment in which staff work willingly and effectively

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MEASURES of EFFECTIVENESS

For some management jobs, it might be possible to identify other criteria of managerial effectiveness, such as: ■ Meeting important deadlines ■ Accuracy of work carried out by the department, perhaps measured by the number of recorded errors ■ Level of complaints received from superiors, other departments, customers or clients, suppliers, the public

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MEASURES of EFFECTIVENESS

■ Adherence to quality standards, for example, the amount of scrap or waste material ■ Keeping within agreed cost or budgetary control limits ■ Levels of output and productivity

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CONCLUSION

The manager might be considered as the core in the organization. Managerial effectiveness, therefore, plays the key role throughout the operation of the organization. The good performance and effectiveness of the managers is the advantage of an enterprise in the competitive economy.

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