Managerial Effectiveness 2i530

Organizational Effectiveness

Reference: 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 Effectiveness by E. AnandaRaja/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

Managerial Effectiveness Organizational Environment

Individual Characteristics Intelligence Aptitude Knowledge Temperament Preference Expectation Ability  Motivation Opportunity

Person

Transformation Process Managerial Job dimension General functions & Specialized functions

Process

Organizational results Profit maximization Organizational efficiency High Productivity Employee Satisfaction Customer satisfaction

Product

Managerial Effectiveness The Managerial Grid

 Concern for people

High

1,9

9,9

5,5

1,1 Low

9,1 Concern for Production

High

The Person • ü ü ü ü ü ü ü ü ü ü ü ü ü

Qualities include Ability to sustain defeat Ambitious Capable of good judgment Competitive Decisive Defensive Emotional stability Extrovert Group oriented Intelligent Optimistic Predictable Self-controlled

Q u a litie s in clu d e üA le rt üA sse rtive üC o n fid e n t üC re a tive üD e d ica te d üD yn a m ism üE n e rg e tic üFe a r o f fa ilu re üH o n e st üM e n ta lly stro n g üPra g m a tic üR e a listic üTo le ra n t

The Person Most Descriptive of Successful Least Decretive of Successful Key Executive Key Executive Decisive Amiable Aggressive Conforming Self-Strarting Neat Productive Reserved Well-informed Agreeable Determined Conservative Energetic Kindly Creative Mannerly Intelligent Cheerful Responsible Formal Enterprising 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

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

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

Developmental Plan (Bridging Gaps)

• Recall : Motivation by Porter and Lawer

Perceived Equitable Rewards

Abilities

Value Reward

Intrisic Reward Effort Perceived Effort-Reward Probablity

Performance Extrinsic Reward Role Perception

Satisfaction

Developmental Plan

(Ref. Book 2)

(Bridging Gaps)

Goals:

Abilities:

Where do you Want to Go?

What can You Do Now?

Step 1: Career Objectives

Step 2: What strengths do you have for your career Objectives Career strategies

Step-3: What development Needs will you have to overcome?

Perceptions:

Standards: What does your boss or the Organisation Expect?

How do others See You?

Step 4: 360 –Degree and Performance Review Results, and fr Step 5: Expectations

Boss Peers Direct Reports

Developmental Plan (Bridging Gaps)

• Bridging The GAPS: Building a Development Plan       

– Step Step Step Step Step Step Step

1: 2: 3: 4: 5: 6: 7:

Career and Development Objectives Criteria for Success Action Steps Whom to Involve and Reassess dates Stretch Assignment Resources 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



Subordinates’ Ratings



Subject of Leaders’ Behaviours Multiple Raters

Unit Performance Indices Actual Results

Superiors’ Biases Raters unware of true Performance Raters’ unwillingness to provide tough

Unmotivated subordinators May be no links between ratings and unit performance 

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

•

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



Current Industrial and Government Practices in The Management of Managerial Effectiveness • 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 – ive – 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

Managerial Effectiveness Adoption of Skills By Development Managers for Effective 



Organizational Interventions

• OD Values – Respect for Employees – Trust and – Power Equalization – Confrontation – Participation

• OD Intervention Techniques – – – – –

Sensitivity Training Survey Process Consultation Team Building Inter-Group

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 s with other in the organization, working through inter-

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

actions he is to take will arise from the answers a manager gives to these questi 

What is my potential contribution?





su p e rio r ‘ s e ffe ctive n e ss ?

What are my objectives? What does it take to be effective here?



What needs changing?



What is organization’s philosophy



H o w ca n I im p ro ve m y

What can I do now?

H o w ca n I im p ro ve m y co w o rke r’ s e ffe ctive n e ss ? H o w ca n I im p ro ve m y su b o rd in a te ‘ s e ffe ctive n e ss ? H o w ca n I ch a n g e th e

Manager as a Optimizer 

E ffe ctive m a n a g e r is exce p te d • to w o rk a s a n o p tim ize r b y fo cu sin g o n

lo w w a ste a n d h ig h g o a l a tta in m e n t