managerial effectiveness public vs private

8/6/2019 Managerial Effectiveness Public vs Private

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Managerial effectiveness public Vs private sector 09919103909

Executive Summary

Today, it is the growth that makes one person stay at the company. The

opportunity and challenges is what keeps a person satisfied and charmed with his

job and Companies have understood this fact and therefore are forming policies

and procedures to develop their employees. Executive development Program

(EDP) is one such program. With Human resource making a move from a welfare

department to a strategic partner, more and more companies are undertaking this

program Executive development is an attempt to promote managerial performanceby imparting knowledge, changing attitudes and increasing skills of managers

Managerial effectiveness is a leaders ability to achieve desired results. How well

he applies his skills and abilities in guiding and directing others determines

whether he can meet those results effectively. If he can, his achievements are

poised to help the organization gain a competitive edge against rival organizations

heading into the future.

A manager has a combination of technical, people and conceptual skills that can

make him an effective leader, according to theoretical models of leadership.

Technical skills include specialized training, skilled performance of specific tasks,

expertise in a specific field or industry and the ability to apply specialized

knowledge to tasks and objectives.

People skills include the ability to work well with others, motivate workers,

resolve conflicts, delegate roles and communicate objectives clearly.

Gitaratan International Business School Page 1


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Conceptual skills are broader and more self-actualized. They include the ability to

see the organization in the context of its industry, the ability to understand how

each part of the organization functions as a whole, the ability to visualize a future

course of action based on current organizational and industry trends, the ability toanalyze and diagnose complex situations and the ability to understand the

interrelationships at work in the organization.

Usefulness of the study is that it would help in knowing the managerial traits well.

This study helps to understand, analyze & apply the core concepts of role of a

manager in an organization.



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CHAPTERISATION SCHEME

S No. TOPIC

1 Acknowledgement2 Certificate

3 Executive Summary

4 Chapter One-

Introduction

Objective

Scope5 Chapter three - companies profile

6 Chapter four- literature review

7 Chapter five - research methodology

8 Chapter six - data interpretation

9 Chapter seven conclusion and

recommendations10 References

11 Questionnaire

12 annexure

13



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Chapter no-1

INTRODUCTION

INTRODUCTION



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It is the responsibility of manager to manage and to achieve results through the

utilization of human resources and the efforts of other people. The way in which

managers exercise their responsibilities and duties is important. Consideration

must be successful if they adopt certain basic managerial philosophies and an styleof behavior. Attention must be given to managerial performance and effectiveness.

Effectiveness has few alternatives in defining doing the right. Effective manager

again has limited qualifiers beyond its conventional understanding in business and

management functioning. Most people admire an effective manager, many people

believe they can recognize one when they meet one, and many managers

undoubtedly strive to be effective. Despite these everyday experiences, the fact

remains that an enormous amount and range of definitions of the term have been

offered and now there is no widespread acceptance by either managers or

academics of a best way to define or to measure managerial effectiveness.

MANAGERIAL ROLES

Changes in education, in both the specific sense of training directed toward helping

managers to be effective and education in the broadest sense of the term should

produce people better prepared and better skilled to perform the tasks of the

management. The physical environment within which the manager performs and

the psychological environment within which he experiences pressures or influences

to perform one way rather than another, seem likely to change.

We require preparing as accurate a picture as possible, of the managerial job of the

future. A clear idea of the job for which employees are being trained should also

encourage them to acquire the attributes necessary to do that job well. In fact, there

are likely to be major changes in the managerial job because of major changes in



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the environment.

PERFORMANCE MANAGEMENT SYSTEM

Since there is almost universal acceptance of the difficulty of defining

effectiveness, it is definitely of direct interest to study how managers appraise the

performance of themselves and others.

Very few managers are autonomous either in the sense of planning their own jobs

or, more especially and almost universally, evaluate the performance of the tasks

that they have planned. Managerial performance is not something that can be

achieved by one person alone. However, the recognition that managerial

performance can only be achieved through the co-operation, understanding and

agreement of the working group raises real questions about the traditional methods

that have been used to appraise individual managers performance. The need for a

performance management system integrating the organizational variables to

performance becomes essential for measuring effectiveness. More importantlyindividuals effectiveness is increasingly dependent on the team effectiveness. This

makes the task several times more complicated for reaching parameters for

evaluating effectiveness and thereafter its evaluation and appraisal.

DIVERSITY OF MANAGERIAL JOB PERFORMANCE

The fact that ostensibly similar jobs are performed in a wide variety of different

ways does not mean that every individual has the freedom of choice to place any



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particular form of interpretation upon a loose job description. A job is not carried

out in isolation from the group around it.

The question on appraisal is Do we wish to appraise against some kind of

average, mean or motional job performance? Or do we wish to appraise the way in

which an individual within his working group performs the job he has agreed with

them"

Given the diversity of interpretation of job descriptions there must be something

inherently deficient in the Job Descriptions themselves.

If individuals can perform jobs of vastly different total sizes from the same job

description, we can have only the haziest/unclear notion of what constitutes a

reasonable managerial jobs work of activity Job evaluation.

In fact, a theme that evolves out of this question is on the manpower places and

designs of organizational structures.

How do organizations go about determining the diversion of managerial work and,

consequently, how many managers are needed. Conceptually, this can be

answered. The total managerial task within an organization. And, if so, can it be

done with a precision that would then enable us to determine whether an

organization needed 45, 90 or 150 managers.



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Chapter no- 2

Companies profile

Life Insurance Corporation of India (LIC)



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The Life Insurance Corporation (LIC) was established about 44 years ago with a

view to provide an insurance cover against various risks in life. A monolith then,

the corporation, enjoyed a monopoly status and became synonymous with life

insurance.

Its main asset is its staff strength of 1.24 lakh employees and 2,048 branches and

over six lakh agency force.

LIC has hundred divisional offices and has established extensive training facilities

at all levels. At the apex, is the Management Development Institute, seven Zonal

Training Centers and 35 Sales Training Centers.

At the industry level, along with the Government and the GIC, it has helped

establish the National Insurance Academy. It presently transacts individual life

insurance businesses, group insurance businesses, social security schemes and

pensions, grants housing loans through its subsidiary; and markets savings and

investment products through its mutual fund. It pays off about Rs 6,000 crore

annually to 5.6 million policyholders.

The Life Insurance Corporation of India (LIC) is the largest life insurance

company in India and also the country's largest investor; it is fully owned by the

Government of India. It also funds close to 24.6% of the Indian Government's

expenses. It has assets estimated of 5 Trillion Rupees. It was founded in 1956.

Headquartered in Mumbai, which is considered the financial capital of India, theLife Insurance Corporation of India currently has 8 zonal Offices and 101

divisional offices located in different parts of India, at least 2048 branches located

in different cities and towns of India along with satellite Offices attached to about



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some 50 Branches, and has a network of around 1.2 million agents [1] for

soliciting life insurance business from the public,

History

The Oriental Life Insurance Company, the first corporate entity in India offering

life insurance coverage, was established in Calcutta in 1818 by Bipin Behari

Dasgupta and others. Europeans in India were its primary target market, and it

charged Indians heftier premiums. The Bombay Mutual Life Assurance Society,

formed in 1870, was the first native insurance provider. Other insurance companies

established in the pre-independence era included

* Bharat Insurance Company (1896)

* United India (1906)

* National Indian (1906)

* National Insurance (1906)

* Co-operative Assurance (1906)

* Hindustan Co-operatives (1907)* Indian Mercantile

* General Assurance

* Swadeshi Life (later Bombay Life)

LIC is a dairy farmer owned, farm improvement company providing a diverserange of products and services to the dairy, beef and deer industries both in New

Zealand and around the world.



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Our origins, which date back to the early 1900s, lie in animal performance

management tailored to an innovative and wide range of products and services that

deliver profit to a wide range of livestock farmers.

Our vision is to be an essential partner on farm and in food supply chains through a

diverse range of products and services which includes:

Beef, deer and dairy animal recording,

Dairy herd testing and milk analysis laboratories,

Farm automation solutions for beef and dairy,

Industry statistics and trends, Animal health management,

Traceability systems for beef, deer and dairy,

On-farm consultancy service,

Research and development,

Progeny testing for the dairy and deer industries,

DNA analysis across species beef, dairy, goats and pigs, artificial breeding

for the beef, dairy and deer industries.

LICs head office is at Newstead in the Waikato with regional bases around New

Zealand, branches in Australia and Ireland plus agencies in South America, United

States, Asia and South Africa.

Our revenue is in excess of $110 million per annum and the company has

consistently delivered net surpluses that exceed our strategic objectives. The

majority of these surpluses are paid to our dairy farmer shareholders as dividends,

making LIC shares one of the highest yield shares on the NZ Stock Exchange.



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LIC Core Values

INTEGRITY

Expressed by being:

Ethical

Honest

Trustworthy

Fair

Responsible and accountable

Responsive Reliable

CUSTOMER FOCUS

Expressed by the above, and by:

Putting the client first

Demonstrating empathy with farming

Providing solutions to our farming clients

Consistently providing a quality service

INNOVATION

Expressed through:

Innovative solutions which add value to our clients businesses

Consistently looking for better ways to do things

A focus on quality and excellence in everything we do



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TEAMWORK

Expressed through:

Leadership

Professionalism consistently demonstrating standards of excellence

Balancing work and home life

Empathy and support for colleagues

Board of Directors

The LIC Board of Directors is comprised of ten directors; seven farmer, and three

independently appointed. Directors have all the powers necessary to manage, direct

and supervise the management, business and affairs of the company, except to the

extent that the Constitution or the Act (Dairy Industry Restructuring Act 2001),

expressly require those powers to be exercised by the Shareholders or by any other

person.

LIC has two levels of governance, Directors and Shareholder Councilors.

Qualification requirements are than each shall be a dairy farmer, a current user of

at least one of the companys herd testing options and must submit at least 60% of

their herd for artificial breeding to semen marketed by LIC.

There are four designated regions represented by seven elected directors.

Directors are:

Northern - Murray Jagger

Midland - Stuart Bay, Ted Coats



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Central - Steve Poole, Bryan Guy

Southern - Murray King, Alvin Reid

Directors serve a four year term with elections held on a rotational basis.

Shareholders within each region have one vote for each Co-operative control share

held in respect of qualifying products and services on the farm in that region. No

Shareholder can exercise or contrast more than 1% of the maximum number of

votes.

Three independent directors, whose appointment must be approved by the

Shareholder Council complete the LIC Board makeup.

Independent Directors are:

Jason Dale

Phil Lough

Jay Waldvogel

Max New York Life Insurance Company Ltd.

One of the most admired private life insurance companies in India, Max NewYork Life Insurance Company Ltd.

[Tagline: Your Partner for Life'] is a joint venture between Max India Limited ,

a multi-business corporation in India, and New York Life , a US-based Fortune



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100 insurance company. The company offers 22 life insurance and 8 riders

products which can be customized to over 400 combinations to satisfy diversified

customer needs. Currently, the captain of the Indian current cricket team, Rahul

Dravid is the brand ambassador of Max New York Life.Max New York Life Insurance Company, established in 2000, is one of the most

admired private insurance company. Max New York is a joint venture between

Max India Indias multi business corporate and New York Life International

New York Life, US based Insurance Company. Max New York Life is the first life

insurance company to be awarded 9001:2000 ISO certification.

Product Portfolio:

Max New York has variety of products covering Child Plans, Retirement Plans,

Health Plans and savings & investment plans.

Retirement Plan: The cost of living is experiencing fast steady rise which makes

retirement plan an important financial decision. Better known as Pension plan, this

plan takes care of financial needs after retirement by investing a part of your

savings for limited period. Pension plan provides steady income after retirement

and takes care of daily needs. The pension plan offered by Max New York Life is

Life Partner Plus.

Child Plan: Parenthood brings happy times as well as responsibilities. Child Planis a plan specifically designed to take care of financial needs of your child. Child

plan provides with necessary funds that will take care of childs education,

marriage etc. By investing small portion of your savings you secure the financial



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end of your child. Child plans of Max New York Life are called Life Shiksha Plus

II and Life Smart Bond.

Term Plan: A risk plan which provides comprehensive cover for your family inthe unfortunate event of untimely demise. A term life insurance plan provides good

cover at relatively nominal cost and has no survival benefits. Max New York Life

term plans are Platinum Protect and Lifeline Safety Net.

Investment Plan: Popularly known as ULIP, an investment plan invests part of

your savings in equity or debt market as per your preference. The objective of

investment plan is to give you returns which easily beat the rising costs since the

usual returns in a bank are extremely low. ULIPs offered by Max New York Life

are Max New York Life Shubh Invest, Whole Life (Par), 20 year Endowment

(Par), Endowment to Age 60 (Par), Life Gain Plus25 (Par), Life Pay Money Back,

Life Gain Endowment, Max New York Life Smart Bond, Max Mangal, Max

Vriksha and Bonus Builder. Max recently launched Flexi Fortune which offers

more flexibility in choosing Sum Assured and premium payment term.

Health Plan: Slightly different from health insurance, health plan provides cover

for surgery costs, critical illness. A lump sum is paid irrespective of actual hospital

bill. Lifeline Medi Cash Plus, Lifeline Safety Net, Max New York Lifeline Healthy

Family and Lifeline Wellness Plus are Max New Yorks health plan.

Distribution Network:

Max New York Life has multi-level distribution network with over 650 branches

and 70,000 agents.



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Financial Information:

The total premium earned for the half year ended September 30, 2010 was Rs

26,653 million. The profit after tax for the same period is Rs 654 million.

Marketing Campaigns:

Max New York Life launched its initial campaigns focusing on the aspect of Max

heritage, quality advice and the expertise offered by Max financial consultants.

The recent campaign of Max New York Life revolved on the theme of Karo

zyaada ka iraada encouraging youngsters to be more ambitious with Max NewYork being their partner. Max New York also was exclusive life insurance sponsor

with Indian Premier League (IPL) - biggest domestic cricket event for shorter

format of the game. Max New York also initiated long term parent-child nurturing

program (igenius.org) which has many events for children to participate in.



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Chapter no- 3

LITERATURE REVIEW

Managerial effectiveness

A study by ProudfootConsulting reported that

Poor planning & inadequate management are still the key reasons for the majority

of time wasted globally in the workplace

Management development must be both iterative and reflective; it need not take

place in the ivory towers of academe, for it is the ability to reflect and to



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demonstrate emotional intelligence which are the hallmark good leaders and

managers the concept of theoretical knowledge into practice must dominate in the

development of managers for the future the plea of innovation and creativity is not

limited to the future managers , but includes the education providers andemployers- they too must reflect on they are providing and supporting. They too

must distinguish between being efficient and effective. Failure to do so will render

management development as useful as tyrannosaurus rex, sharing the same decimal

end

Penelope hoop (2009)

Luthansmakes the following distinction:

Effective managers defined in terms of the quantity & quality of

standards of performance & the satisfaction & commitment of subordinates

Successful managers defined operationally in terms of the speed of their

performance within the organisation

Assessing a managers effectiveness

A managers effectiveness can be assessed

using the following:

The strength of motivation & the morale of staff

The success of their training & development The creation of an organisational environment in which staff work willingly

& effectively

Meeting important deadlines



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Accuracy of work

Level of complaints

Adherence to quality standards

Productivity Adhering to budgets set



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A manager skill gap exist when a manager find himself /herself in a position where

he/she does not have the requisite managerial knowledge or skill necessary to

perform at higher level. This skill gap is frequently exposed by rapid

organizational change, structural responsibility, all of which are common

occurrences in modern enterprises. This article chronicles the cost of the

managerial skill gap and provides the reader with the discussion of the causes and

cures, based on a decade of research with seasoned business leaders.

(Clinton o longenecker2010)

Adaptive Self-regulation: A Process View of Managerial Effectiveness

Anne S. Tsul

Universlty of Califonia

Susan J. Ashford

The University of Mzchigan

This article describes a set of processes involved in attaining managerial

effectiveness. These processes are components of an adaptive self-regulation

framework. They involve the active management of constituencies' role

expectations and performance opinions through standard-setting, discrepancy-

detection, and discrepancy-reduction. These processes serve to enhance

constituents' opinions of the manager's effectiveness. Several social and

contextual factors that either facilitate or inhabit managers self-regulation

efforts are identified and hypotheses to guide future empirical research are

offered.



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Chapter no- 4

Research Methodology



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Objectives of Study:

The objective of my study is to understand the managerial effectiveness of public

vs private sector (LIC vs. MAX NEW YORK LIFE)

1. To compare the managerial effectiveness of LIC and MAX NEW YORK LIFE

in India.

2. To find out the managerial effectiveness in LIC & MAX NEW YORK LIFE on

the basis of size, growth, productivity and efficiency.



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Scope of Study:

The present study has useful implications for those organizations which have

uncertain working environment and are trying hard to encourage the workers

participation in decision making. It is also useful for business leaders, students, etc.

as it gives an idea about the recent trend of the current situation in similar

organization. This study has some relevant suggestions but it has some limitationsalso. As the survey is only confined to Delhi Region, results may vary if research

is conducted in other parts of India. Also the study focuses on the response of

senior level management and does not consist the response of lower level

employees.



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Research Methodology & Design:

The methodology represents the ones method or way of collecting, grouping andarranging the required data and information from different sources related to data.

Hypothesis Testing:

1.

H0 There is a significant difference in the managerial effectiveness in

Public sector (LIC) and Private sector (MNYL).

H1 There no significant difference in the managerial effectiveness in

Public sector (LIC) and Private sector (MNYL).

2.

H0: Managers who have good communications skills, interpersonal skills

are more effective than managers who dont have.

H1: Managers who dont have good communications skills, interpersonal

skills are more effective than managers who have.

Type of research & significance of the study:

Type of research: Descriptive research has been adopted for the present

study.



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Universe: All the INSURANCE COMPANIES in Delhi.

Population: All the employees of LIC and MAX NEW YORK LIFE.

Sampling frame: All the senior level executive working in LIC and MAX

NEW YOK LIFE

LIC=1000 (Barakhamba road CP), MAX NEW YORK

LIFE 100( Janakpuri)

Sample size: 100 respondents 60 from LIC and 40 from MAX NEW

YORK LIFE

Sampling Technique: Simple random sampling was adopted for the present

study and this sampling technique comes under

probability sampling.

Data Collection:

1. Primary Data:- Primary data will be collected through questionnaire. A sample

size of 100 respondents has been taken. A personal visit will be made to

organization to personally interact and to justify.

Questionnaire:- Standardized Questionnaire.

2. Secondary Data:- Through Journals, reports ,magazines, internets, newspapers

Hypothesis testing



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T test is used for judging the significance of a sample mean or for judging thesignificance difference between the means of two samples. In this study we havetwo related samples. So paired T test is applied in this.

The two means and the corresponding standard deviations are calculated by using

the following equations (nA and nB are the number of measurements in data set Aand data set B, respectively):

Then, the pooled estimate of standard deviation sABis calculated:

Finally, the statistic texp(experimental t value) is calculated:

texpvalue is compared with the critical (theoretical) tth value corresponding to thegiven degree of freedom N (in the present case N = nA + nB 2) and theconfidence level chosen. Tables ofcritical t values can be found in any book ofstatistical analysis, as well as in many quantitative analysis textbooks. If texp>tththen H0 is rejected else H0 is retained.

Calculations:

XA = 39.11667

x B = 38.725

SA = 3.094

SB = 3.7492



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SAB =3.36

Finally, the statistic texp(experimental t value) is calculated:

texp = 2.79

Since texpvalue is compared with the critical (theoretical) tth value corresponding

to the given degree of freedom N (in the present case N = nA + nB 2) i.e 98.

texp>tth then H0 is rejected. Therefore alternate hypothesis is accepted.

For hypothesis 2 we apply Z test:

Z = X -

H0

(SD/n x[ (N-n)/ (N-1)

SD = SQRT (Xi X)PWR 2

(n-1)

X = 19.58218



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SD = 0.44

N =1000+100 = 1100

n = 100

Z = 0.909

As H0 is a two sided in the above study , so I shall be applying a two tailed test for

determining the rejection region at 5% level of significance.

R: |Z|>1.96

The observed value of Z is 0.909 which is in the acceptance region since R: |Z|>1.96 and thus H0 is accepted.



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CHAPTER-4

DATA ANALYSIS & INTERPRETATION



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Work efficiency

Q (1) Managers should be able to perform the assigned work more effectively

Choice of

respondents

No. of respondent in LIC No. of respondent in

MNYL

Strongly disagree 1 2

Disagree 2 2

Undecided 3 3

Agree 47 28

Strongly agree 7 5

Total 60 40

Table-1

Graph -1

Interpretation:

47 respondent of LIC feel that their work efficiency increased while 7 respondent were strongly

agreed , 1 was stongly disagreed and 2 respondent were disagreed and 3 of them were

undecided.In MNYL 28 respondent feel that their work efficiency increased while 5 respondent



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were strongly agreed , 2 was stongly disagreed and 2 respondent were disagreed and 3 of them

were undecided.

Q(2) Managers should be able to perform related task in a more systematic way

Choice of

respondents


MNYL


Disagree 1 2

Undecided 4 3

Agree 48 29

Strongly agree 6 5

Total 60 40

Table-2

Graph -2

Interpretation:

48 respondent of LIC feel that they are able to perform related task in a more systematic way

while 6 respondent were strongly agreed , 1 was stongly disagreed and 1 respondent were

disagreed and 4 of them were undecided.



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In MNYL 29 respondent feel that they are able to perform related task in a more systematic way

while 5 respondent were strongly agreed , 2 was stongly disagreed and 2 respondent were

disagreed and 3 of them were undecided.

Motivation and morale

Q (3) Managers should feel motivated in performing tasks

Choice of

respondents


MNYL


Disagree 3 2

Undecided 3 4

Agree 45 25Strongly agree 7 8

Total 60 40Table-3

Graph -3

Interpretation:



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45 respondent of LIC feel that their motivation and morale has increased while 7 respondent


were undecided.

In MNYL 25 respondent feel that their communication ability has increased while 8 respondent


were undecided.

Responsible attitude

Q(4) Managers should be capable of taking up higher responsibility.

Choice of

respondents

No. of respondent in

LIC


MNYLStrongly disagree 1 2

Disagree 2 2

Undecided 3 3

Agree 50 28

Strongly agree 4 5

Total 60 40

Table-4



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Graph -4

Interpretation:

47 respondent LIC feel that their responsible attitude has developed while 7 respondent were

strongly agreed , 1 was stongly disagreed and 2 respondent were disagreed and 3 of them were

undecided.

In MNYL 28 respondent feel that theirresponsible attitude has developed while 8 respondent


were undecided.

Q (5) Managers should be able to delegate responsibility more effectively.

Choice of

respondents


LIC


MNYL


Disagree 2 3

Undecided 4 3

Agree 43 23

Strongly agree 10 9Total 60 40

Table-5



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Graph-5

Interpretation:

45 respondent of LIC feel that they are able to delegate responsibility more effectively after

providing executive development programme while 7 respondent were strongly agreed , 2 was

stongly disagreed and 3 respondent were disagreed and 3 of them were undecided.

In MNYL 25 respondent feel that they are able to delegate responsibility more effectively after

providing executive development programme while 8 respondent were strongly agreed , 1 was

stongly disagreed and 2 respondent were disagreed and 4 of them were undecided.

Q(6) Managers should have good problem solving skills.

Choice of

respondents


MNYL


Disagree 3 3

Undecided 5 3

Agree 42 23

Strongly agree 8 9

Total 60 40



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Table-6

Graph -6

Interpretation:

42 respondent of LIC feel that their Problem solving ability has increased while 8 respondent


were undecided.

In MNYL 23 respondent feel that their Problem solving ability has increased while 9

respondent were strongly agreed , 2 was stongly disagreed and 2 respondent were disagreed and

3 of them were undecided.

Confidence

Q(7) Managers should feel more confident with their subordinates

Choice of

respondents


LIC


MNYL




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Disagree 2 3

Undecided 5 3

Agree 44 24

Strongly agree 8 9

Total 60 40

Table-7

Graph -7

Interpretation:

44 respondent of LIC feel that their Confidence while 8 respondent were strongly agreed , 2was stongly disagreed and 2 respondent were disagreed and 6 of them were undecided.

In MNYL 24 respondent feel that their Confidence ability has increased while 9 respondent


were undecided.

Leadership qualities

Q (8) Manager should be a good leader



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Choice of

respondents


LIC


MNYL


Disagree 1 1Undecided 3 2

Agree 46 27

Strongly agree 9 9

Total 60 40

Table-8

Graph -8

Interpretation:



were undecided.


were strongly agreed , 1 was stongly disagreed and 1 respondent were disagreed and 2 of themwere undecided.

Analytical Ability

Q (9) Managers should have good analytical ability.



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Choice of

respondents


LIC


MNYL


Disagree 2 2

Undecided 6 3

Agree 42 25

Strongly agree 8 8

Total 60 40Table-9

Graph -9

Interpretation:



were undecided.



were undecided.

Interpersonal relationship

Q (10) Managers should have good Interpersonal relationship.



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Choice of

respondents


LIC


MNYL


Disagree 3 3

Undecided 5 5

Agree 43 22

Strongly agree 6 8

Total 60 40

Table-10

Graph -10

Interpretation:



were undecided.

In Max New York Life 22 respondent feel that their communication ability has increased while 8

respondent were strongly agreed , 2 was stongly disagreed and 3 respondent were disagreed and

5 of them were undecided.

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Major Findings

1. Effective Managers makes optimum utilizations of Human Resources

2. Effective Managers are focused and they are always ready to facechallenges.

3. Effective Managers always welcome new ideas and they utilize theseideas very innovatively.

4. Effective Managers have high analytical skills.



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5. Effective Managers have good interpersonal and good communicationskills.

6. Managers are good leaders



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Chapter 5

Conclusion and Recommendations



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Conclusion

By doing this study I Conclude that managers are the backbone of theorganizations they take the organization to the top and help the organization togrow. For this managers should posses following qualities:

A managers should be focused and should have leadership qualities

There should be some training programs in the organization in order toenhance the qualities of the managers

Managers should be able to manage their resources

They should have good problem solving skills

They should be self motivated

They should be interactive.



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Recommendations

In order to be effective an organization should have following:

A training program should be conducted in the organization in orderto enhance the qualities of the managers.

There should be full support to the employees of the organization sothat they keep themselves motivated.

Managers should interact with the subordinates regularly in order tosolve their problem

They should be open to new ideas and he should be innovative aswell.



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REFERENCES Internet Site(s):

www.lic.com

www.maxnewyorklife.com

http://epubs.scu.edu.au/cgi/viewcontent.cgi?article=1339&context=gcm_pubs( last accessed 29 January)

http://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-Development.html (last accessed 2en February)

http://leadershipdevelopmenttrends.com/about/( last accessed 19th February)

http://www.executivedevelopment.com/Portals/0/docs/Leadership%20Effectiveness%20Surveys.pdf/( last accessed 20th February)

Research Paper(s):

V.Van clieaf Mark (1995), Executive Resource And Succession Planning

American journal Management developmentvol 1, No 2, PP 47-56

Tesluk e.Paul (2009), Understanding Managerial Development: Integrated

Developmental Assignment, Learning, Orientation, And Access To Developmental

http://www.lic.com/http://epubs.scu.edu.au/cgi/viewcontent.cgi?article=1339&context=gcm_pubshttp://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-Development.htmlhttp://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-Development.htmlhttp://www.lic.com/http://epubs.scu.edu.au/cgi/viewcontent.cgi?article=1339&context=gcm_pubshttp://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-Development.htmlhttp://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-Development.html


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Opportunity In Predicting Managerial Competences Academy Of Management

Journal vol52, No 4, pp 731-734

Klagge Jay (1997), Leadership development needs of todays organizational

managers Leadership & Organization Development Journal Vol 47 , No 6 , pp654-678

Kakabadse Nada K (2009) , A dynamic theory of leadership development

Leadership & Organization Development JournalVol 18, No 7, pp 262-375

QUESTIONNAIRE

PART -1

Organizations

Gender Male/ female

Age in years (35- 40)

(40-45)

(45-50)

(50-55)

Years of experience: Below 8 years

9-15

http://www.emeraldinsight.com/journals.htm?issn=0143-7739http://www.emeraldinsight.com/journals.htm?issn=0025-1747&volume=47&issue=6http://www.emeraldinsight.com/journals.htm?issn=0143-7739http://www.emeraldinsight.com/journals.htm?issn=0143-7739&volume=18&issue=7http://www.emeraldinsight.com/journals.htm?issn=0143-7739http://www.emeraldinsight.com/journals.htm?issn=0025-1747&volume=47&issue=6http://www.emeraldinsight.com/journals.htm?issn=0143-7739http://www.emeraldinsight.com/journals.htm?issn=0143-7739&volume=18&issue=7


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15-20

20 years and above

Part 2

Please enclose your choices:

1 Strongly disagree

2 Disagree

3 Undecided4 Agree

5 Strongly agree

Work efficiency:

Q1 Managers should be able to perform the assigned work more effectively.

1 2 3 4 5

Q2 Managers should be able to perform related task in a more systematic way.

1 2 3 4 5



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managerial effectiveness public vs private

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