UNIT 3

THE CONCEPT OF MANAGERIAL EFFECTIVENESS

Definition
According to Reddin, Managerial effectiveness is the extent to which a manager achieves the
output requirements of his situation
Components
Leadership
Motivation
People skills
Administrative skills
The person, process, product approaches



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
Express hostility tactfully
The Product
These reflect on outcome of effective managing and include:
Organizational efficiency
High productivity
Profit maximization
Organizational stability
Employee welfare
Social welfare

Bridging the gaps
Conducting a GAPS Analysis
Identifying and Prooritizing development Needs
Bridging the Gaps: Building a development Plan
Reflecting on Learning: Modifying development Plans
Transferring Learning to New Environment


Steps
Step 1: Career and Development Objectives
Step 2: Criteria for Success
Step 3: Action Steps
Step 4: Whom to Involve and Reassess dates
Step 5: Stretch Assignment
Step 6: Resources
Step 7: Reflect with a Partner


Measures of managerial effectiveness
Introduction
Measuring management effectiveness requires defining the meaning of effectiveness within the context of
the organization. It a profit-driven corporation, effectiveness may be defined as a revenue generation.
Common Measures
Superiors effectiveness & performance rating
Subordinates rating of satisfaction, organizational climate, morale, motivation & leadership
effectiveness
Unit performance indices
Measure Advantages
Disadvantages
Superiors
Ratings
Frequently Used
Superiors Biases
Raters unware of true
Performance
Raters unwillingness to
provide tough feedback
Subordinates
Ratings
Subject of Leaders
Behaviours
Multiple Raters
Unmotivated
subordinators
May be no links between
ratings and unit
performance
Unit
Performance
Indices
Actual Results
Results due to factors
beyond leaders control




Steps
Define the goals of your organization.
Identify specific indicators for measuring management success and effectiveness.
Conduct periodic assessments of manager performance.
Evaluate the manager's ability to balance the external and internal needs of the organization.
Gather information from employees about management effectiveness.
Compare the responses of management to feedback from their subordinates.
Observe employee retention rates

Dimensions
Managerial duties.
Team work.
Distribution of work across the team.
Appropriate delegation.

Current Industrial and Government Practices in the Management of Managerial Effectiveness
The government and industries have adopted certain practices to ensure the
effectiveness of managers which involves completion of work on time, effective and efficient output,
management of knowledge and information, careful preparations of meetings and presentations and follow-
up with deviations and corrections to ensure that agreements and commitments have been fulfilled.
Specifically some of those adopted are as follows:
Sets up procedures to ensure high quality of work (e.g., review meetings).
Arrange for training and executive development programs
Involvement in career development program of its employees.
Monitor the quality of work through performance appraisal.
Verification of information through feedback.
Checking the accuracy of ones 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.
Carefully reviewing and checking the accuracy of information in work reports
(e.g., production, sales, financial performance) provided by management, management information
systems, or other individuals and groups.
Some other areas, which require attention of both the government and the industries
in the management of managerial effectiveness, would be:

Developing Initiative Drive: High motivation for work and also encourage others to work towards
a common goal.
Energy: Enthusiastic in work place.
Self-starter: Does jobs proactively and seizes the opportunities.
Encouraging self management approach
Team player: Works in a team, supports and encourages team members.
Leader: Defines goals and standards of performance, delegates and allocates work according to
abilities.
Develops subordinates: Identifies, train and involves people in all activities.
Disciplined: Maintains decorum of the workplace, has respect for seniors and juniors.
Facilitating appropriate Communication
Articulate: Can communicate (verbal & written) in a fashion, which is understood and appreciated
by people.
Persuasive: Sticks to a problem until it is resolved.
Supportive: Supports subordinates in their work.
Confident: Has confidence in his values and action.
By adopting these practices, the industries can definitely develop an effective manager.
The skills and competencies of their managers would help them perform better in certain core
areas like:
Ability to plan: Formulate plans and business goals.
Organize: Divide jobs into logical entities.
Execute: Works according to plans.
Meet Deadlines: Follow a strict schedule and completes a job.

The effective Manager as a Optimizer
Definition
According to campbell, in his behavioral approach says , effective manager is said to be an
optimizer in utilizing all the available and potential resources.
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


Effective manager focuses on what he is doing and efficiency deals with how well he does with
minimum wastage of resources. Since managers deal with input resource that is scarce such as money,
people, equipment, and time, they should be more concerned about its efficient utility, minimizing resource
cost and optimizing the output. It is easier to be effective if one ignores efficiency.
According to Campbell, in his behavioral approach, effective manager is said to be an optimizer in
utilizing all available and potential resources. Effective managerial job behavior talks about as any set of
managerial actions believed to be optimal for identifying, assimilating and utilizing both internal and external
resources towards the functioning of the organizational unit and sustaining in the long run, for which a
manager has high degree of responsibility. Therefore effective manager is expected to work as an
optimizer by focusing on low waste and high goal attainment.
Figure:- Manager as an optimizer
OPTIMIZER EFFECTIVE MANAGER






GOALS
LOW WASTAGE HIGH



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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 organizations philosophy
What can I do now?
What is my potential contribution?
What are my objectives?
What does it take to be effective here?
What needs changing?
What is organizations philosophy
What can I do now?

How can I improve my superior s effectiveness ?
How can I improve my coworkers effectiveness ?
How can I improve my subordinate s effectiveness ?
How can I change the technology ?
What is my future ?
What will the future demand ?