Managerial behaviour-and-effectiveness

Managerial behaviour-and-effectiveness

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  ENHANCING MANAGERIAL PERFORMANCE- Empowering yourself to become a High Performance Manager (HPM)
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  BA6009 - MANAGERIALBEHAVIOUR AND EFFECTIVENESS
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  Unit 1
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  DEFINING THE MANAGERIALJOB MANAGEMENT According to Peter Drucker, Management implies ‘Effectiveness’ and effectiveness involves a set of practices that can be learned. Such practices include: • Management of time • Focusing on employees and customers • Building on strengths • Identifying priorities • Making effective decisions
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  MANAGERIAL JOB-DESCRIPTIVE DIMENSIONSGeneral Functions of a Manager Planning Organizing Leading Controlling
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  Functional Dimensions: HenriFayol The other activities of a business enterprise that managers perform, according to Fayol, could be divided into six categories: Technical (Production, Manufacturing) Commercial (Buying, Selling, Exchanging) Financial (Obtaining and using capital) Security (Protecting of property and persons) Accounting (Balance sheet, stock taking, statistics, costing) Managerial (Planning, Organizing, Commanding, Co-coordinating, Control)
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  Henry Mintzberg RoleDimensions Mintzberg developed a model of the related roles of managers and he called them Ten Managerial Roles identified by Mintzberg Interpersonal Roles Figurehead role Leader Liaison role Informational Roles Monitor Disseminator role Spokes Person
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  Decisional Roles Entrepreneurial role Disturbance handler role Resource allocator role Negotiator role
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  Gender, Leadership andManagerial job dimensions The four greatest myths are: 1. Task-oriented skills are more important for leadership effectiveness than are person oriented skills. 2. Male managers are more likely to possess task oriented abilities than are female managers; whereas female managers are more likely to possess person oriented skills than are male managers.
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  3. In orderto maximize managerial effectiveness, men should be given the jobs that require task-oriented abilities and women should be given the jobs that require interpersonal skills. 4. If women want to rise to the top levels of management, they need to be more like men. MYTH#1: Task-oriented skills are more important for leadership effectiveness than are person-oriented skills.
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  MYTH#2: Male managersare more likely to possess task-oriented abilities than are female mangers, whereas female managers are more likely to possess person-oriented skills than are male managers. MYTH#3: In order to maximize managerial effectiveness, men should be given the jobs that require task-oriented abilities and women should be given the jobs that require interpersonal skills. MYTH#4: If women want to rise to the top levels of management, they need to be more like men. Benefits of Androgynous Management
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  Luthans description ofeffective and successful managers: Fred Luthans and his associates studied more than 450 managers. What they found was that these managers all engaged in four managerial activities. Traditional Management : Decision-making, planning, and controlling. Communication: Exchanging routine information and processing paper work Human resource Management: Motivating, disciplining, managing conflict, staffing and training . Networking: Socializing, politicking, and interacting with outsiders. VARIOUS OTHER JOB CRITERIA DIMENSIONS Some other functions that managers perform are Communication, Listening, Oral Presentation, Written Communication and many more.
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  Delegation as animportant function of Manager: There are several advantages resulting from effective delegation: In order to delegate, the manager should have the following: Receptiveness – Willingness to delegate – welcomes the ideas of subordinate Willingness to allow them to make decisions Willingness to let others make mistakes Willingness to trust subordinates Should delegate only if they have means of getting feedback Reward effective delegation.
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  Social Responsibilities ofManagers and Ethics to be followed: Responsibility towards shareholders Responsibility towards consumers Responsibility towards employees Responsibility towards creditors Responsibility towards the government Responsibility towards suppliers Responsibility towards competitors Responsibility towards general public Example: Tata group of companies took up social project as part of its corporate policy. Tata Steel Rural Development Society adopted 32 clusters of village around Jamshedpur initially. Today it serves more than 800 villages in eight districts of Bihar, Orissa and M.P.
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  TIME DIMENSIONS INMANAGERIAL JOB Time Management The objective of time management is to increase and optimize the use of your discretionary time. Time Management actually relates to: Getting the best out of your time Time management is the same as managing your life Life management Time management Now management Prioritization Managing your mind Awareness
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  Major areas thathelp in the management of time There are five major areas, which are imperative to improving the management of time: Habitual use of time Managers should generally spend an average day as given below: Pay off time - 50% of average day Investment time - 25% of average day Organization time - 15% of average day Wasted time - 10% of average day Goal setting S – Specific M - Measurable A – Achievable R – Realistic T – Timed
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  Priorities Communication ProcrastinationProcrastination is a major stumbling block for almost everyone seeking to improve his use of time. There are three causes, which lead to procrastination: • Unpleasantness • Difficult projects • Indecision
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  Principles of TimeManagement • Establish goals, both long-term and short-term • Principles of brevity • Principles of habit • Principles of proper planning • Principles of prioritization • Principles of effectiveness • Principles of equal distribution • Time estimates • Delegation of authority • Management exception • Proper implementation • Follow up
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  Some of thetime wasters Time wasters can be classified as internal time wasters and external time wasters. Internal time wasters: • Poor communication-written and verbal • Procrastination • Inability to say ‘No’ • Poor prioritizing • Inadequate planning • Failure to delegate
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  External time wasters:• Visitors • Meetings • Papers and correspondence • Telephone • Procedures and systems • Travel • Subordinates
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  The other timewasters could be with regard to planning and process itself. Planning: • Lack of clarity on objectives • Shifting priorities • Unrealistic time estimates Process: • Lack of clarity about the job requirements. • Poor crisis management • Inability to concentrate • Ineffective delegation
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  Pruning Time Wasters:.Visitors Meetings Papers and correspondence Telephone Travel Information Selective reading There are four Ds to be kept in mind for managing our work effectively with regard to time. They are: D – Dump D – Delay D – Delegate D – Do
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  Effective Time ManagementTechniques based on task orientation: Four kinds of tasks Two-dimensional view of tasks to be completed The Three Laws of Time and Effort Management The Law for Planning our time The Law for applying our effort The Law for Investing our Talent High Consideration and Low Structure High Structure and High Consideration Low Structure and Low Consideration High Structure and Low Consideration
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  Work measurement withrelevance to time dimension Steps toward successful work measurement- organizing the work area Thoroughly Inform Executives and Employees of the objectives Review and analyze their operations Develop and discuss work simplification Instruct the employee and install the improved methods Compile and code the operations list Study and measure operations Install activity and attendance reporting Report and counsel management of the problem areas Plan and improve performance Improve and control operational activities
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  Benefits of workmeasurement process are • Reduced effort and fatigue; • Improved workstations; • Workload redistribution because of imbalance, unimportance or work below the employee’s skills; • Job stability; • Performance recognition; Delegation and Time management What is delegation? There are several advantages resulting from effective delegation: What To Delegate?
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  Dale McConky, suggeststhe following items to be delegated to subordinates: • Matters that keep repeating themselves • Minor decisions most frequently made • Parts of the job the supervisor is least qualified to handle • Parts of the job that make the superior over specialized. The reasons why they do not delegate are: • Lack of confidence in subordinates • Lack of self-confidence • Poor definition of duties • Aversion to risk taking • Fear of subordinates as competitors. • An inflated self-image
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  Certain tips tomanagers on time management: Start your day without a plan of action. Get out of balance in your life. Work with a messy desk or work area. Don’t get enough sleep. Don’t take a lunch break. Some behavioral negativities of our own nature that prohibit us from maintaining timings and schedules are:
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  MANAGERIAL MODEL Person Process Product Heuristic Model Of Managerial Behavior & Performance Organizational Environment Individual Characteristics Intelligence Aptitude Knowledge Temperament Preference Expectation Ability Feedback Motivation Opportunity Transformation Process Managerial Job dimension General functions & Specialized functions Organizational results Profit maximization Organizational efficiency High Productivity Employee Satisfaction Feedback Customer satisfaction
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  The person Qualitiesinclude Ability to sustain defeat Alert Ambitious Assertive Capable of good judgment Confident Competitive Creative Decisive Dedicated Defensive Dynamism Emotional stability Energetic Extrovert Fear of failure Group oriented Honest Intelligent Mentally strong Optimistic Pragmatic Predictable Realistic Self-controlled Tolerant
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  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
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  Product These reflecton outcome of effective managing and include: • Organizational efficiency • High productivity • Profit maximization • Organizational stability • Employee welfare • Social welfare MODEL OF MANAGERIAL EFFECTIVENESS Heuristic Model Heroic Models of the manager Manager as Master Technician Manager as Conductor Manager as a developer
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  EFFECTIVENESS CAN BELEARNED Objectives of Effective Manager EFFECTIVE MANAGER AS AN OPTIMIZER: To optimize is to increase productivity for which the following four components should be given atmost attention by the managers. • Mentoring • Feedback • Counseling • Discipline APART FROM THE ABOVE MENTIONED COMPONENTS, ANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BE ABLE TO
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  EFFECTIVE JOB BEHAVIORWOULD BE FURTHER POSSIBLE WITH THE ADOPTION OF CERTAIN SKILLS • Technical skills • Human skills • Conceptual skills • Designing skills • Communication skills • Interpersonal skills • Understanding perception, self concept, and expressing emotions • Nonverbal and verbal skills • Conflict management skills • Problem solving skills • Political skills • Listening skills and feedback skills to build high performance
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  TEN STEPS TOBECOME AN EFFECTIVE MANAGER What are the goals and objectives of the organization? Do your team members know what they are supposed to accomplish? What is your role in attaining these goals and objectives? What are your team member’s roles? What tools or resources will you have to work with in order to fulfill your role? What procedures and rules will you have to follow? How much authority do you have? How much do your team members have? What are your relationships inside and outside of your department or organization? What criteria will be used to measure your performance? Will you receive feedback on how you are doing? Where, when, and how? Where and from whom can you or your team members receive help and support when it is needed? What rewards or recognition will you receive?
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  FUNCTIONAL AND LEVELDIFFERENCES IN MANAGERIAL JOB BEHAVIOUR Top-level Management Middle level Managers First level Managers SKILLS REQUIRED BY THE MANAGERS AT EACH LEVEL Technical – at supervisory role Human – middle level Conceptual – top level Top Managerial Level- Its significance Change: What is it? • Change is the norm • Change is unavoidable • Task of the organization is to lead change.
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  1. Change Policiesa. Abandon yesterday b. Organized Improvement c. Exploiting Success 2. Piloting 3. Changes And Continuity 4. Making The Future