mob_ch07~managerial behaviour and effectiveness
TRANSCRIPT
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Management and Organisational BehaviourManagement and Organisational Behaviour
7th Edition7th Edition
CHAPTER 7CHAPTER 7
Managerial Behaviour andManagerial Behaviour and
EffectivenessEffectiveness
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Managerial style & behaviourManagerial style & behaviour
The successful manager has the ability toThe successful manager has the ability tohandle people effectivelyhandle people effectively
People respond according to the manner inPeople respond according to the manner inwhich they are treatedwhich they are treated
The behaviour of managers & their style ofThe behaviour of managers & their style ofmanagement will influence the level ofmanagement will influence the level ofperformance achieved by subordinate staffperformance achieved by subordinate staff
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Assumptions about human natureAssumptions about human nature
Theory XTheory XTheory X assumes thatTheory X assumes that
The average person is lazy & has an inherent dislike ofThe average person is lazy & has an inherent dislike ofworkwork
Most people must be coerced, controlled, directed &Most people must be coerced, controlled, directed &threatened with punishments if the organisation is tothreatened with punishments if the organisation is toachieve its objectivesachieve its objectives
The average person avoids responsibility, preferring toThe average person avoids responsibility, preferring tobe directedbe directed
Motivation occurs only at the physiological & securityMotivation occurs only at the physiological & securitylevelslevels
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Assumptions about human natureAssumptions about human nature
Theory YTheory YTheory Y assumes thatTheory Y assumes that
For most people work is as natural as play orFor most people work is as natural as play orrestrest
People will exercise selfPeople will exercise self--direction & selfdirection & self--controlcontrol
Commitment to objectives is a function ofCommitment to objectives is a function of
rewards associated with their achievementrewards associated with their achievement Given the right conditions, the average workerGiven the right conditions, the average workercan accept and seek responsibilitycan accept and seek responsibility
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Assumptions about human natureAssumptions about human nature
Theory YTheory Y
Theory Y assumes thatTheory Y assumes that --
The capacity for creativity in solvingThe capacity for creativity in solvingorganisational problems is distributed widelyorganisational problems is distributed widely
The intellectual potential of the average personThe intellectual potential of the average personis only partially utilisedis only partially utilised
Motivation occurs at the affiliation, esteem &Motivation occurs at the affiliation, esteem &selfself--actualisation levelsactualisation levels
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As situations demandsAs situations demands
Theory X and Y represent extremes of theTheory X and Y represent extremes of the
natural inclination of managers towards anatural inclination of managers towards aparticular style of behaviourparticular style of behaviour
In practice the actual management styleIn practice the actual management styleadopted is influenced by the demands of theadopted is influenced by the demands of the
given situationgiven situation
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Japanese Theory ZJapanese Theory Z
Characteristics of a Theory Z organisationCharacteristics of a Theory Z organisation
LongLong--term employment, often for a lifetimeterm employment, often for a lifetime
Relatively slow process of evaluation andRelatively slow process of evaluation andpromotionpromotion
Development of companyDevelopment of company--specific skills &specific skills &
moderately specialised career pathmoderately specialised career path
OuchiOuchi
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Japanese Theory ZJapanese Theory Z
Characteristics of a Theory Z organisationCharacteristics of a Theory Z organisation
Implicit, informal control mechanisms supportedImplicit, informal control mechanisms supportedby explicit, formal measuresby explicit, formal measures
Participative decisionParticipative decision--making but individualmaking but individualultimate responsibilityultimate responsibility
Broad concern for the welfare of subordinates &Broad concern for the welfare of subordinates &coco--workers as a natural part of a workingworkers as a natural part of a working
relationship & informal relationships amongrelationship & informal relationships amongpeoplepeople
OuchiOuchi
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Blake & MoutonBlake & Mouton
Managerial / leadership gridManagerial / leadership grid
The grid provides a basis for a comparison ofThe grid provides a basis for a comparison of
managerial styles in terms ofmanagerial styles in terms of
A concern for productionA concern for production
A concern for peopleA concern for people
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Managerial / leadership gridManagerial / leadership grid
SourceSource: Blake, R.R. and McCanse, A.A. (1991): Blake, R.R. and McCanse, A.A. (1991) Leadership DilemmasLeadership Dilemmas Grid SolutionsGrid Solutions, Gulf Publishing, Gulf Publishing
Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.
Figure 7.1Figure 7.1
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Managerial / leadership gridManagerial / leadership grid
combinationscombinations9,19,1 autocratic, relying on centralised systems & authorityautocratic, relying on centralised systems & authority
1,91,9 hold a belief that contented staff will undertake whathold a belief that contented staff will undertake what
is required of them & achieve a reasonable level ofis required of them & achieve a reasonable level ofoutputoutput
5,55,5 middlemiddle--ofof--thethe--road, live & let live approach with aroad, live & let live approach with a
tendency to avoid the real issuestendency to avoid the real issues
9,99,9 integrate task needs & concern for peopleintegrate task needs & concern for people
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Managerial / leadership gridManagerial / leadership grid
Additional stylesAdditional styles Opportunistic managementOpportunistic management -- organisationalorganisational
performance occurs according to a system ofperformance occurs according to a system of
exchangesexchanges
Paternalistic /maternalistic managementPaternalistic /maternalistic management -- reward &reward &
approval are granted to people in return for loyalty &approval are granted to people in return for loyalty &obedience; punishment is threatened for failure toobedience; punishment is threatened for failure to
complycomply
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Dominant style of managementDominant style of management
The dominant style of management is influenced in anyThe dominant style of management is influenced in any
particular situation by:particular situation by:
OrganisationOrganisation -- tthe nature of the organisation in whichhe nature of the organisation in whicha manager is employeda manager is employed
ValuesValues -- the personal values, beliefs or ideals of thethe personal values, beliefs or ideals of the
managermanager
Personal historyPersonal history -- tthe deep rooted personal history ofhe deep rooted personal history ofthe managerthe manager
ChanceChance -- chance has not provided the manager with anchance has not provided the manager with an
opportunity to learnopportunity to learn
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Likerts management systemLikerts management system
1.1. Exploitive authoritativeExploitive authoritative decisions imposed on staffdecisions imposed on staff
& motivation is based on threats& motivation is based on threats
2.2. Benevolent authoritativeBenevolent authoritative condescending form ofcondescending form ofleadership with motivation based on system ofleadership with motivation based on system of
rewardsrewards
3.3. ConsultativeConsultative some trust in staff, motivation basedsome trust in staff, motivation based
on rewards & also some involvementon rewards & also some involvement
4.4. ParticipativeParticipative involves trust & confidence in staffinvolves trust & confidence in staff
with motivation based on rewards for achievement ofwith motivation based on rewards for achievement of
agreed goalsagreed goals
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Supportive relationshipsSupportive relationships
These relationships are intended to enhance selfThese relationships are intended to enhance self--
esteem and ego building. They contribute toesteem and ego building. They contribute to
subordinates sense of personal worth,subordinates sense of personal worth,
significance and dignity.significance and dignity.
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Supportive relationshipsSupportive relationships
A superiors behaviour is supportive when there is:A superiors behaviour is supportive when there is:
Mutual confidence & trustMutual confidence & trust Opportunity to maintain a good incomeOpportunity to maintain a good income
An understanding of work problems & help in doingAn understanding of work problems & help in doing
the jobthe job
Genuine interest in personal problemsGenuine interest in personal problems Help with training to assist promotionHelp with training to assist promotion
A sharing of informationA sharing of information
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Management by objectives (MBO)Management by objectives (MBO)
A management style or system that relates organisationalA management style or system that relates organisational
goals to individual performance & development throughgoals to individual performance & development through
involvement of all levels of managementinvolvement of all levels of management
The basis for MBO isThe basis for MBO is
The setting of objectives & targetsThe setting of objectives & targets
Participation by individual managers in agreeing unitParticipation by individual managers in agreeing unitobjectives & criteria of performanceobjectives & criteria of performance
The continual review & appraisal of resultsThe continual review & appraisal of results
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Figure 7.4
The cycle ofThe cycle of
MBO activitiesMBO activities
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MBO advantages & constraintsMBO advantages & constraints
Provides the opportunityProvides the opportunityfor staff to accept greaterfor staff to accept greaterresponsibility & makeresponsibility & make
higher level of personalhigher level of personalcontributioncontribution
Modern form of scientificModern form of scientific
managementmanagement
Places too muchPlaces too much
emphasis on individualemphasis on individual
job definition &job definition &
management authoritymanagement authoritystructurestructure
Assumes no conflictAssumes no conflict
between individual &between individual &
organisational goalsorganisational goals Not always easy to setNot always easy to set
specific targets or figuresspecific targets or figures
for senior jobsfor senior jobs
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Five essential principlesFive essential principles
Successful management of people is based on:Successful management of people is based on:
honesty, trust, openness, mutual respect, cohonesty, trust, openness, mutual respect, co--operation &operation &
supportsupport
a perception of employees as an essential asset to bea perception of employees as an essential asset to beinvested ininvested in
a clearly established set of principles applied in dailya clearly established set of principles applied in daily
taskstasks
fundamental leadership relating to vision, charisma &fundamental leadership relating to vision, charisma &ability to gain team commitment & coability to gain team commitment & co--operationoperation
the establishment of essential practices such as settingthe establishment of essential practices such as setting
high standards & achieving themhigh standards & achieving them
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The effective management of peopleThe effective management of peopleFigure 7.5
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The golden rule managementThe golden rule management
philosophyphilosophy
Trust people fairly but according to meritTrust people fairly but according to merit
Make others feel importantMake others feel important
Motivate people by praiseMotivate people by praise
Encourage feedbackEncourage feedback Sandwich every bit of criticism between twoSandwich every bit of criticism between two
layers of heavy praiselayers of heavy praise
Have an openHave an open--door philosophydoor philosophy
Help other people get what they wantHelp other people get what they want
Never hide behind policy or pomposityNever hide behind policy or pomposity
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Figure 7.6:Figure 7.6:
How to get alongHow to get along
with people youwith people you
work withwork with
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Managerial effectivenessManagerial effectiveness
A study byA study by Proudfoot ConsultingProudfoot Consulting reported thatreported that
Poor planning & inadequate management are stillPoor planning & inadequate management are still
the key reasons for the majority of time wastedthe key reasons for the majority of time wasted
globally in the workplaceglobally in the workplace
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Effective & successful managersEffective & successful managers
LuthansLuthans makes the following distinction:makes the following distinction:
Effective managersEffective managers defined in terms of thedefined in terms of the
quantity & quality of standards of performance &quantity & quality of standards of performance &
the satisfaction & commitment of subordinatesthe satisfaction & commitment of subordinates
Successful managersSuccessful managers defined operationallydefined operationallyin terms of the speed of their performance withinin terms of the speed of their performance within
the organisationthe organisation
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Assessing a managers effectivenessAssessing a managers effectiveness
A managers effectiveness can be assessedA managers effectiveness can be assessed
using the following:using the following:
The strength of motivation &The strength of motivation &
the morale of staffthe morale of staff
The success of their training &The success of their training &developmentdevelopment
The creation of anThe creation of an
organisational environment inorganisational environment inwhich staff work willingly &which staff work willingly &effectivelyeffectively
Meeting important deadlinesMeeting important deadlines
Accuracy of workAccuracy of work
Level of complaintsLevel of complaints
Adherence to quality standardsAdherence to quality standards
ProductivityProductivity
Adhering to budgets setAdhering to budgets set
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Apparent Effectiveness and Personal EffectivenessApparent Effectiveness and Personal Effectiveness
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Me or LeMe or Le Me or LeMe or Le
ME or LeME or LeMe or LeMe or Le
MeMe
LeLe
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The 3The 3--D model of managerial effectivenessD model of managerial effectivenessMORE EFFECTIVEMORE EFFECTIVE
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The 3The 3--D model of managerial effectivenessD model of managerial effectivenessLESS EFFECTIVELESS EFFECTIVE
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General criteria of managerialGeneral criteria of managerial
effectivenesseffectiveness
The managers workThe managers work
The manager him/herselfThe manager him/herself
The managers relationship with other peopleThe managers relationship with other people
The manager as part of the organisationThe manager as part of the organisation
Criterion of general effectivenessCriterion of general effectiveness
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