MANAGERIAL EFFECTIVENESS

Transcription

1 MANAGERIAL EFFECTIVENESS 1

2 Organizational Effectiveness Organizational effectiveness is determined by four factors: External Environment, Technology, Organization Structure & Processes and People size, competence and motivation. Yet in similar circumstances 2 organizations produce different kinds of performance. The difference is attributed to the Managerial Effectiveness which includes the following: 2

3 Managerial Effectiveness One of the important inputs for organizational effectiveness is ME. It is the extent to which a manager achieves results appropriate to his position Defined in terms of the outputs rather than input. By what a manager achieves than what he does. What makes a manager effective is inconclusive. Yet there are three important attributes common to all managerial role irrespective or hierarchy and types of organization they belong to. 3

4 Managerial Effectiveness Three factors with which a manager is expected to make significant contributions to the performance of organizations are: i. An overview of the organization ii. Nature of Accountability ii. Exercise of Discretion 4

5 Who is a Manager? Managers are those Those who are responsible for attaining the organizational goal Those who oversee the activities of others and get things done. Those who are at communication & coordination point to translate the policies down the line, communicate upward to evolve suitable policies for the people and the organization as a whole They have their own Basic functions 5

6 Basic Functions of a Manager Henry Fayol 1916 Planning, Organizing, Commanding, Coordinating & Controlling Now condensed to Four basic ones. Planning Organizing Leading Controlling 6

7 ROLES OF A MANAGER Henry Mintzberg (1973) a graduate student at MIT in late 1960 studied 5 executives What Did They Do? Concluded: managers play 10 different highly interrelated roles or exhibit sets of behaviours attributed to their jobs. These 10 roles have been grouped under Interpersonal Relationship, Transfer of Information, & Decision Making. 7

8 ROLES OF A MANAGER Interpersonal Role Includes: Figure Head Leader Liaison Symbolic, performs routine duties- legal or social in nature Motivates, directs Networking for favors & info. Within & without Handles ceremonies, status request. Performs all managerial activities Mailing, external board work 8

9 ROLES OF A MANAGER Informational Role Includes Monitor Disseminator Spokes Person Receives Info. Serves as a center for Internal & external info. Of the org.- through reading Magazines, papers etc. Acts as a conduit to info. receives info from outside or subordinates to pass on to the mgt. Represents org. to outsiders; shares plans, policies, results; Expert Mailing, contacting people/org. for receiving Info. Passes on info down and up the org. Attends board meetings, contacts outsiders. 9

10 ROLES OF A MANAGER Decisional Role Includes Entrepreneur Disturbance handler Resource Allocator Negotiator Searches org. / environ. For opportunities; initiates projects for change Corrective actions when important or unexpected disturbances Decides for allocation of resources Represents Org. for negotiations Holds strategic/ review sessions for initiating or designing improvement projects Holds meetings to solve issues etc. Scheduling, authorizing, budgeting Handles contract negotiations. 10

11 SKILLS CHANGE Recognition of change of thrust in managerial role should also be accompanied with acquisition of skills appropriate to new role (Skills( are another way of considering what managers do and the competencies they need to t successfully achieve their goals). Robert Katz (1974). Skills Skills of an Effective Administrator.. Harvard Business Review. Sep. Oct., pp identified 3 essential skills: Technical the ability to apply specialized knowledge/ expertise; Human Relations the ability to understand, motivate & work with others; Conceptual the mental ability to analyze & diagnose complex situations. (Decision making) 11

12 PARADIGM SHIFT Paradigm (GK) Paradeigma model, pattern; a way of thinking/ a scheme for understanding reality (first introduced by Thomas Khun -1970) A Paradigm Establishes the rules (written/unwritten) Defines the boundaries (within no boundaries) Tells/ informs one how to behave within the boundaries to be successful What really impacts on the paradigm shift are internationalization, Information Technology, Total Quality,& Diversity. 12

13 PARADIGM SHIFT Paradigm EFFECT A situation arises in which those in the existing paradigm may not even see the changes that are occurring, let alone reason & draw logical inferences & perceptions about the changes. This effect helps us explain why there are resistances to change & why it is very difficult to move from the old org/mgt to the new. 13

14 PARADIGM SHIFT & DIMENSIONS SOCRATIC MANAGER OPEN MANAGER RADICAL MANAGER RENAISSANCE MANAGER SCAVENGER MANAGER HUMANE MANAGER 14