leadership & change management, lecture 4, by rahat kazmi

LEADERSHIP AND CHANGE

MANAGEMENT REFLECT YOUR MANAGERIAL EFFECTIVENESS

WITHIN AN ORGANISATION

LECTURE 2

BY

RAHAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

Follow him on Twitter: twitter.com/srahatkazmi or

Join Facebook Fan’s page : facebook.com/TrainingConsultant

Vist the website: www.softskillsexperts.com

Reflect your Managerial

Effectiveness within an

Organisation




After today you all

will know what is

expected of you

in an organisation

towards your

managerial effectiveness

Objectives




What Is the Meaning of Managerial Effectiveness?

Managerial effectiveness is a leader’s

ability to achieve desired results.

How well he applies his skills and

abilities in guiding and directing others

determines whether he can meet those

results effectively.

If he can, his achievements are poised to

help the organization gain a competitive

edge against rival organizations

heading into the future. Follow him on Twitter: twitter.com/srahatkazmi or



http://i.ehow.com/images/a06/cc/qe/meaning-managerial-effectiveness_-800X800.jpg

Transformation of a Managerial Role

Traditionally, performance has been viewed as a function of ability and motivation.

Failure to boost performance reflects not a lack of motivation or ability, but an inaccurate reading of the manager's role.

Role of a Manager has changed significantly from what was needed yesterday.

Especially in our fast-paced, information-limited, and highly competitive technology-based organizations.




Gauging Managerial Effectiveness

Managerial effectiveness is gauged by the results a

leader achieves.

Results are generally believed to be influenced by

the organization’s established culture.

A good leader must adapt to the organization’s

culture and make sure her skills are aligned with

organizational goals in order to achieve positive

results.




The Skills of an Effective Manager

Technical, People and conceptual skills that can make him

an effective leader, according to theoretical models of

leadership.

Technical skills include specialized training, skilled

performance of specific tasks, expertise in a specific

field or industry and the ability to apply specialized

knowledge to tasks and objectives.

People skills include the ability to work well with others,

motivate workers, resolve conflicts, delegate roles and

communicate objectives clearly.

Conceptual skills are broader and more self-actualized.




The Skills of an Effective Manager

They include the ability to see the organization in the context of its industry.

The ability to understand how each part of the organization functions as a whole.

The ability to visualize a future course of action based on current organizational and industry trends.

The ability to analyze and diagnose complex situations.

The ability to understand the interrelationships at work in the organization.




Achieving Results

Senior management is responsible for identifying the core competencies of the organization.

And making sure those competencies are complemented by its managers and its overall workforce.

It is up to senior management to strategically place a manager in the department where his/her skills and competencies will reflect the current and future needs of the organization.

In order to effectively achieve results that benefit the organization in the short- and long-run.




An Example of Managerial Effectiveness

The results of a marketing project led by a finance

manager, for example, would not be as strong as the

results achieved by a marketing manager

who is well-versed in market strategy and research.

Choices such as these significantly affect an

organization's overall performance.




A Competitive Edge

Managerial effectiveness has the potential of

creating efficiencies that create a sustainable

competitive advantage against rival organizations.

And increase opportunities for future enterprise.

It also fosters individual growth in the manager and

his/her followers

And, over time, generates shareholder value for the

organization.




McGregor’s Theories, X & Y

Theory X is the carrot-and-stick assumptions:

The average person is lazy and has an inherent dislike of work

Most people must be coerced, controlled, directed and threatened

The average person accepts responsibility, prefers to be directed, lacks ambition and values security.

Motivation occurs only at the physiological and security levels

The central principle of theory x is direction and control

Using a centralised system of organisation




McGregor’s Theories, X & Y

Theory Y is the integration of individual and

Organisational

goals:

For most people work is as natural as play and rest

People will exercise self-direction and self-control in the

service of objectives to which they are committed

Given the right conditions, the average worker can learn to

accept and to seek responsibility.

Mullins (2007)




Theory Z by Ouchi

Theory Z organization is described by:

Long-term employment, often for a lifetime

Relatively slow process of evaluation and promotion

Development of company specific skills, and moderately

specialised career path

Participative decision-making by consensus




8 Styles of Managerial Behaviour

More effective style in terms

of tasks and relationships:

Bureaucratic-main interest is in rules and procedures

Benevolent autocrat-managers achieve tasks without resentments

Developer-having implicit trust in people to develop them

Executive-a good motivator, sets high standards, favours teams

Less effective styles in terms

of tasks and relationships:

Deserter-passive and negative manager

Autocrat-lacks confidence in others. Interested only in tasks

Missionary-interest lies only in preserving harmony

Compromiser-too easily influenced by pressure. A poor decision maker

According to Reddin (1970) in his 3-D model of managerial effectiveness there are

eight styles of managerial behaviour-four effective and four ineffective styles




Less-Effective Managers

Dislike change

Prefer predictability

Order and stability.

They believe that turbulence in their firms is temporary.

They blame it on senior management.

They prefer to wait until "things settle down“ before tackling big problems.

Highly Effective Managers

In contrast, recognize turbulence, flux, and ambiguity as facts of life.

They know the environment will never "settle down.“

Many of these managers are energized by turbulence, because it creates opportunities.

Some of these Managers would soon be bored by a predictable, stable work situation.

Embracing change





Focus their time and attention on the routines of the internal organization.

Their memos and meetings revolve around budget variances, paper flow, procedures, and personnel.

They are hypersensitive to company politics


Attend to the organization, they are trying to accelerate it and cut the bureaucracy.

In addition, much of their attention, in and out of meetings and memos, focuses on external issues.

Such as changes in markets and technology.

Many take it upon themselves to regularly meet with customers, suppliers, and consultants.

Attending to External Realities





Consider their power to get things done severely limited.

They believe that real power resides with top management.

They say, "It doesn't pay to try to get things done until senior management gets its act together."

They also believe that power comes from job titles and positions on organizational charts.


Distinguish formal authority and power.

They recognize that top management has more formal authority.

They believe that power, like respect, is earned, not given out.

Since these managers view power as the ability to influence people and get things done.

Anyone can have power.

Creating Power





Spend relatively little time coaching their people.

They see coaching in terms of delegation.

Assigning well-defined tasks and carefully following up.

Under this kind of leadership staff leave their brains at home


Want people to devise new ways to do things.

Encourage them to "challenge the system" .

With an eye to improving efficiency, containing costs, and enhancing revenue.

Once they outline the fundamental do's and don'ts:

these managers get out of the way

Promoting a coaching style





See their primary responsibility as meeting the demands of bosses, job descriptions, and annual goals.

They assume that it’s up to the boss to expand their job responsibilities and goals.

And often complain of being in dead-end positions.

When responsibilities are increased, they often complain about feeling overburdened.


Envision opportunities and accomplishments.

Seek out and grab new responsibilities.

They constantly think about how they can make things better.

In effect, they’re continually reshaping their jobs.

Expanding Job Responsibilities





Recognize the importance of expertise

but are "too busy" to grow (or hire) it.

They see developing expertise as

someone else's job.

They discourage curiosity (under the

guise of "keeping people focused").

Discourage efforts to keep abreast of

developments in the technical field, the

company, and the industry.

In dealing with lower levels and other

departments, they see their role as

moderating and filtering information

flow.

This will give people what they need to

know to do "most things right."


See their roles as developing experts and expertise throughout the organization.

They promote specific skills and "deep talent" in everything from computers to business literacy.

They encourage subordinates to find applications for new technologies.

Promote mentoring and education programs to ensure professional vitality.

They concentrate on helping people understand the business and emphasize the importance of widening information flow.

And building internal systems to pump more knowledge through the organization.

Creating Expertise





Work from a primitive philosophy of

fear

They think fear is the best motivator in

business.

They also use— as a matter of style—

intimidation, rudeness, abruptness,

broken promises, a rush to judgment.

A general tone of "the workplace is a

jungle."

Use fear to "motivate" others.

Demonstrate their own fears by

dampening other's ideas.

Especially when they differ from the

manager's preferences, or from

standard operating procedures.


Acknowledge the corrosive effect of fear.

While they keep high standards and exhibit a sense of urgency.

Making it safer to challenge the process so long as it’ll benefit organizational goals.

They’re comfortable working with individuals with ideas and values.

They see their role as defusing personal fears about confrontation, loss of influence, and being left behind by changes in technology and organizational structure.

They use a variety of techniques, including open-door policies, supportive feedback, and training programs.

They believe leaders must reduce fear and prevent it from enhancing the workplace and implementing change.

Driving Out Fear





Want initiative and creativity from

their work associates.

Speak of their employees' need to

"think and act like businesspeople.“

Typically refuse to share financial

details with other levels and

departments.

Guard the processes for allocating

resources.

Don’t share decisions about alliance

opportunities and results of marketing

or competitive analysis studies before

thoroughly scrubbing them.


Want initiative and creativity from their work associates .

Speak of their employees' need to "think and act like businesspeople .

See their role as developing a culture in which everyone has the information to make decisions and take risks.

Are compensated for getting the information and acting on it.

Know this approach flies in the face of traditional compensation schemes.

Organize projects to encourage ownership and accountability by the group doing the work.

They constantly seek to find and strengthen ways to enable and motivate everyone in the group to act as an owner

Exhibiting Readiness as An Entrepreneur





Seldom distinguish consequential

changes from insignificant ones.

Often they “play it safe” while

appearing busy.

For example, one director saw

switching to a different vendor as a

high-impact change even as he

stayed with the same unresponsive

distribution channel.

Fiddle around the edges of a

problem, psychologically "hanging out

in familiar places."


Distinguish high- and low-impact

interventions.

They recognize that high-impact

change often involves a restructuring

of operations.

Not just manipulation of superficial

forms.

For example, they’re reluctant to layer

new technology on an old system, at

least until the process is overhauled.

Keeping Balance





Have difficulty maintaining their

composure under stress.

Allow their immediate personal needs

to distort the way they see themselves

as managers.

They’re also turf- and status-conscious.

They see little value in mingling with

people in “lower” levels and pitching

in to perform non traditional tasks

during a crunch.


Project a combination of urgency,

passion, composure, and confidence

during tough times.

Are not afraid to work collegially with

anyone (regardless of department or

level).

Or doing whatever is needed to get

the job done

Demonstrating Emotional Maturity





Even those who talk about “vision,”

seem unable to draw a coherent,

practical “big picture” context for

themselves or their colleagues.

They doubt the value of providing

shape and overview to events.


Also talk about vision, but their

approach is to make and share best

bets about where the world is going.

Know where the organization ought to

go, and how all that might affect

daily work.

They invite discussion of changes in

technology, markets, and the business

environment.

Providing the Long-Term View





Are unaware of what values they

represent.

Short of “making plans” or “meeting

budget.”

There’s little coherence in the pattern

of their decisions.

On one hand, they seem to favour

everything—cost-reduction, quality,

innovation, service—but their

decisions lack consistency and

continuity.

Indeed, they often take contradictory

positions, depending on the political

circumstances, and are susceptible to

programs-of-the-month


Stand for one or two ideas—self-

management or speed.

Are tough, persistent, and consistent in

how they express those ideas.

They’re also eager to enrol others in

the same point of view.

They go to great lengths to avoid

acting or appearing opportunistic.

Standing for An Idea




What is Expected of an Effective Manager?

The constant changes around us demand new behaviours and actions.

It’s much more critical that we understand how our management style influences our effectiveness.

Without an accurate perception of our roles, all the advice and how-to’s in the world are worthless.

Inaccurate role perception explains why so many mangers--no matter how many seminars they attend and management tapes they audit--can’t translate their knowledge into higher job performance.

And if they don't understand their role, managers won't be able to accumulate the skills and capacities they need to channel their motivation in the right direction, let alone to motivate others toward the proper goals.




DIRECTION Planning and Budgeting .

Keeping an eye on the Bottom line

Creating vision and

Strategy.

Keeping eye on horizon

ALIGNMENT Organizing and staffing

Directing and controlling

Creating boundaries

Creating short culture and values

Helping others Grow

Reducing Boundaries

RELATIONSHIPS

Focusing on Objects – Producing /

Selling Goods and services

Based on position power

Acting as Boss

Focusing on people – inspiring

And motivating followers

Based on personal power

Acting as Coach , facilitator , servant

PERSONAL

QUALITIES

OUTCOMES

Emotional distance

Expert mind

Talking

Conformity

Insight in to Organization

Maintains stability

Emotional Connections (Heart)

Open mind (mindfulness)

Listening ( communication)

Non Conformity (Courage)

Insight in to self ( integrity)

Creates Change ,

often radical change

MANAGEMENT LEADERSHIP

Effectiveness – Comparing Management and Leadership

INTER PERSONAL

LISTENING

PERSUASION /

MOTIVATION

PRESENTATION

SMALL GROUP

COMMUNICATION

ADVISING

INTERVIEWING

CONFLCIT

MANAGEMENT

WRITING

READING

The above is according to a survey of Top Fortune 1000 companies

Top 10 skills, Managers Need for Organizational Success




Reductionism Holism Parts Whole

Structured Creative

Rational Intuitive

Prove it! Open mind

Hierarchy Synergy

Categories Individuals

Seperate Connected

Future/past Now

Precise Chaotic

Static Dynamic

Male Female

Nosy Selfcorrecting

Seperate notes Harmony

Mechanic Organic

Paul Wilson

Left

brain

Right

brain

Logical

Sequential

Rational

Analytical

Objective

Looks at parts

Intuitive

Imagination

Emotional

Synthesizing

Subjective

Holistic

“The New

Corporate

Skillset!”

Then and Now




“None of us is as smart as all of

us.”

Warren Bennis

Quote




Laurie J Mullins (2007) Management and Organisational behaviour, 7th edition

Richard L Daft (2007) Organization theory and design, 8th edition

John Pearson and Robinson (2005) Strategic management; Formulation,

implementation and control, 7th edition

IAM Diploma in Administrative Management: Study guide

References




leadership & change management, lecture 4, by rahat kazmi

Technology