Managerial effectiveness-practitioners perspective

Managerial effectiveness-practitioners perspective:

Managerial effectiveness-practitioners perspective Presented by , G.swetha

Managerial effectiveness:

Managerial effectiveness Defined as the goal achieving behavior. Managerial effectiveness is achieved if a person is an effective manager. An effective manager is one who is positive in his personality, his managerial process and the results of his process. One of the main attributes that will contribute to the managerial effectiveness is leadership.

Effective & successful managers:

Effective & successful managers Successful managers – defined operationally in terms of the speed of their performance within the organisation Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates

Assessing a manager’s effectiveness :

Assessing a manager’s effectiveness The strength of motivation & the morale of staff The success of their training & development The creation of an organisational environment in which staff work willingly & effectively. Meeting important deadlines Accuracy of work Level of complaints Adherence to quality standards Productivity Adhering to budgets set

Difference between highly effective and less effective managers:

Difference between highly effective and less effective managers Highly effective managers Less effective managers recognize turbulence, flux, and ambiguity as facts of life. focuses on external issues, such as changes in markets and technology. Highly effective managers distinguish formal authority and power. dislike change, and prefer predictability, order and stability. focus their time and attention on the routines of the internal organization. consider their power to get things done severely limited, since they believe that real power resides with top management.

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They encourage people to under take challenging opportunities. envision opportunities and accomplishments and thus seek out and grab new responsibilities. stand for one or two ideas—self-management or speed, for example—and are tough, persistent, and consistent in how they express those ideas. spend relatively little time coaching their people, and they see coaching in terms of delegation. see their primary responsibility as meeting the demands of bosses, job descriptions, and annual goals are unaware of what values they represent, short of “making plans” or “meeting budget.”

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The 3-D model of managerial effectiveness MORE EFFECTIVE

The 3-D model of managerial effectiveness:

The 3-D model of managerial effectiveness LESS EFFECTIVE

The Basic Managerial Skills :

The Basic Managerial Skills Planning, Organizing Setting goals (Prioritize & Posterioritize ) Self assessment (Contribution, Productivity) Team building ( Participation,Interpersonal ) Managing time and stress Problem solving and decision-making Creativity Communication & listening (Multi culture) Emotional Intelligence

Skills Required for Managerial Competence:

Skills Required for Managerial Competence Self-Awareness Skills Knowing Yourself Developing Yourself Self-Directed Career Planning General Integrative Skills : applicable in all managerial activities Interpersonal Communicating Valuing Diversity Developing Ethical Guideposts Managing Time and Stress

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Planning and Control Skills Planning and Goal Setting Evaluating Performance Creative Problem Solving Managing Conflict Leading Skills Building Power Bases Motivating Others Managing Change Developing People

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Designing Work Creating High-performance Teams Selecting and Developing People Diagnosing and Modifying Organizational Culture Organizing Skills

Managerial activities:

Managerial activities Traditional management: Decision making , planning , and controlling. Communication: Exchanging routine information and processing paperwork. Human resource management: Motivating ,disciplining , managing conflict , staffing , and training. Networking: socialising , politicing ,and interacting with outsiders.

Time spent by managers in different managerial activities::

Time spent by managers in different managerial activities: Managerial activities Time spent(%) Average managers Successful managers Effective managers Traditional management 32 13 19 communication 29 28 44 Human resource management 20 11 26 Networking 19 48 11

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“We cannot do today’s job with yesterday’s methods and be in business tomorrow” --- Nelson Jackson

Conclusion::

Conclusion: Effective managers and effective managing will lead to good things , i.e ,the achievement of goals for which they are working in the organisation . Thus effective managers tend to show more efficiency, better productivity , and developing commitment among their employees.