meljun_cortes's - managerial behaviour and effectiveness

8/8/2019 MELJUN_CORTES's - Managerial Behaviour and Effectiveness

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ENHANCING MANAGERIALENHANCING MANAGERIAL

PERFORMANCEPERFORMANCE-- Empowering yourself to become a Empowering yourself to become a

High Performance Manager (HPM) High Performance Manager (HPM)

MELJUN CORTES MELJUN CORTES



Mgmt 1Mgmt 1 -- MANAGERIAL BEHAVIOUR ANDMANAGERIAL BEHAVIOUR AND

EFFECTIVENESSEFFECTIVENESS



Summary of all the discussionsSummary of all the discussions

Mgmt 1Mgmt 1 ± ± ³Principles of ³Principles of

Management´Management´

Final CoverageFinal Coverage



DEFINING THE MANAGERIAL JOBDEFINING THE MANAGERIAL JOB

MANAGEMENTMANAGEMENT

According to Peter According to Peter Drucker Drucker, Management implies µEffectiveness¶, Management implies µEffectiveness¶

and effectiveness involves a set of practices that can beand effectiveness involves a set of practices that can be

learned. Such practices include:learned. Such practices include:

Management of time Management of time

Focusing on employees and customers Focusing on employees and customers

Building on strengths Building on strengths Identifying priorities Identifying priorities

Making effective decisions Making effective decisions



MANAGERIAL JOBMANAGERIAL JOB--

DESCRIPTIVE DIMENSIONSDESCRIPTIVE DIMENSIONSGeneral Functions of a ManagerGeneral Functions of a Manager

PlanningPlanning

OrganizingOrganizing LeadingLeading

ControllingControlling



Functional Dimensions: Henri FayolFunctional Dimensions: Henri Fayol

The other activities of a business enterprise that managersThe other activities of a business enterprise that managers

perform, according to Fayol, could be divided into six perform, according to Fayol, could be divided into six

categories:categories:

TechnicalTechnical (Production, Manufacturing)(Production, Manufacturing)

CommercialCommercial (Buying, Selling, Exchanging)(Buying, Selling, Exchanging)

FinancialFinancial (Obtaining and using capital)(Obtaining and using capital)

SecuritySecurity (Protecting of property and persons)(Protecting of property and persons)AccountingAccounting (Balance sheet, stock taking, statistics,(Balance sheet, stock taking, statistics,

costing)costing)

ManagerialManagerial (Planning, Organizing, Commanding, Co(Planning, Organizing, Commanding, Co--

coordinating, Control)coordinating, Control)



HenryHenry MintzbergMintzberg Role DimensionsRole Dimensions

MintzbergMintzberg developed a model of the related roles of developed a model of the related roles of

managers and he called themmanagers and he called themTen Managerial Roles identified byTen Managerial Roles identified by MintzbergMintzberg

Interpersonal RolesInterpersonal Roles

Figurehead roleFigurehead role

LeaderLeader

Liaison roleLiaison role

Informational RolesInformational Roles

MonitorMonitor

Disseminator roleDisseminator role

S okes PersonS okes Person



Decisional RolesDecisional Roles

Entrepreneurial roleEntrepreneurial role

Disturbance handler roleDisturbance handler role

Resource allocator roleResource allocator role

Negotiator roleNegotiator role



Gender, Leadership and Managerial jobGender, Leadership and Managerial job

dimensionsdimensions

The four greatest myths are:The four greatest myths are:11.. Task Task--orientedoriented skillsskills areare moremore importantimportant for for

leadershipleadership effectivenesseffectiveness thanthan areare person person orientedoriented

skillsskills..2. Male managers are more likely to possess task 2. Male managers are more likely to possess task

oriented abilities than are female managers; whereasoriented abilities than are female managers; whereas

female managers are more likely to possess personfemale managers are more likely to possess person

oriented skills than are male managers.oriented skills than are male managers.



3. In order to maximize managerial effectiveness,3. In order to maximize managerial effectiveness,

men should be given the jobs that require task men should be given the jobs that require task--oriented abilities and women should be given theoriented abilities and women should be given the

jobs that require interpersonal skills. jobs that require interpersonal skills.

4. If women want to rise to the top levels of 4. If women want to rise to the top levels of

management, they need to be more like men.management, they need to be more like men.

MYTH#1: Task MYTH#1: Task--oriented skills are more importantoriented skills are more importantfor leadership effectiveness than are personfor leadership effectiveness than are person--

oriented skills.oriented skills.



MYTH#MYTH#22:: MaleMale managersmanagers areare moremore likelylikely toto

possesspossess task task--orientedoriented abilitiesabilities thanthan areare femalefemale

mangers,mangers, whereaswhereas femalefemale managersmanagers areare moremorelikelylikely toto possesspossess personperson--orientedoriented skillsskills thanthan areare

malemale managersmanagers..

MYTH#MYTH#33:: InIn orderorder toto maximizemaximize managerialmanagerialeffectiveness,effectiveness, menmen shouldshould bebe givengiven thethe jobs jobs thatthat

requirerequire task task--orientedoriented abilitiesabilities andand womenwomen shouldshould

bebe givengiven thethe jobs jobs thatthat requirerequire

interpersonalinterpersonal skillsskills..

MYTH#MYTH#44:: If If womenwomen wantwant toto riserise toto thethe toptop levelslevels

of of management,management, theythey needneed toto bebe moremore likelike menmen..

BenefitsBenefits of of AndrogynousAndrogynous ManagementManagement



LuthansLuthans descriptiondescription of of effectiveeffective andand

successfulsuccessful managersmanagers::

FredFred LuthansLuthans and his associates studied more than 450 managers. Whatand his associates studied more than 450 managers. Whatthey found was that these managers all engaged in four managerialthey found was that these managers all engaged in four managerial

activities.activities.

Traditional ManagementTraditional Management:: DecisionDecision--making, planning, and controlling.making, planning, and controlling.

Communication:Communication: Exchanging routine information and processing paper Exchanging routine information and processing paper work work

Human resource Management:Human resource Management: Motivating, disciplining, managingMotivating, disciplining, managing

conflict, staffing and trainingconflict, staffing and training..

Networking:Networking: Socializing, politicking, and interacting with outsiders.Socializing, politicking, and interacting with outsiders.VARIOUS OTHER JOB CRITERIA DIMENSIONSVARIOUS OTHER JOB CRITERIA DIMENSIONS

SomeSome other other functionsfunctions thatthat managersmanagers perform perform areare Communication,Communication,

Listening,Listening, OralOral Presentation,Presentation, WrittenWritten CommunicationCommunication andand manymany moremore..



Delegation as an important function of Manager:Delegation as an important function of Manager:

There are several advantages resulting from effectiveThere are several advantages resulting from effective

delegation:delegation:

In order to delegate, the manager should have the following:In order to delegate, the manager should have the following:

ReceptivenessReceptiveness ± ± Willingness to delegateWillingness to delegate ± ± welcomes the ideaswelcomes the ideas

of subordinateof subordinate

Willingness to allow them to make decisionsWillingness to allow them to make decisions

Willingness to let others make mistakesWillingness to let others make mistakes

Willingness to trust subordinatesWillingness to trust subordinates

Should delegate only if they have means of getting feedback Should delegate only if they have means of getting feedback Reward effective delegation.Reward effective delegation.



Social Responsibilities of Managers and Ethics toSocial Responsibilities of Managers and Ethics to

be followed:be followed:

Responsibility towards shareholdersResponsibility towards shareholders Responsibility towards consumersResponsibility towards consumers

Responsibility towards employeesResponsibility towards employees

Responsibility towards creditorsResponsibility towards creditors Responsibility towards the governmentResponsibility towards the government

Responsibility towards suppliersResponsibility towards suppliers

Responsibility towards competitorsResponsibility towards competitors

Responsibility towards general publicResponsibility towards general publicExampleExample:: TataTata groupgroup of of companiescompanies took took upup socialsocial projectproject asas partpart of of itsits corporatecorporate policypolicy..

TataTata SteelSteel RuralRural DevelopmentDevelopment SocietySociety adoptedadopted 3232 clustersclusters of of villagevillage aroundaround

JamshedpurJamshedpur initiallyinitially.. TodayToday itit servesserves moremore thanthan 800800 villagesvillages inin eighteight districtsdistricts of of Bihar,Bihar,OrissaOrissa andand MM..PP..



TIME DIMENSIONS IN MANAGERIAL JOBTIME DIMENSIONS IN MANAGERIAL JOB

Time ManagementTime Management

The objective of time management is to increase and optimize the use of The objective of time management is to increase and optimize the use of your discretionary time. Time Management actually relates to:your discretionary time. Time Management actually relates to:

Getting the best out of your timeGetting the best out of your time

Time management is the same as managing your lifeTime management is the same as managing your life

Life managementLife management

Time managementTime management

Now management Now management

PrioritizationPrioritization Managing your mindManaging your mind

AwarenessAwareness



Major areas that help in the management of timeMajor areas that help in the management of time

There are five major areas, which are imperative to improving theThere are five major areas, which are imperative to improving the

management of time:management of time:

Habitual use of time Habitual use of time

Managers should generally spend an average day as given below:Managers should generally spend an average day as given below:

Pay off timePay off time -- 50% of average day50% of average day

Investment timeInvestment time -- 25% of average day25% of average dayOrganization timeOrganization time -- 15% of average day15% of average day

Wasted timeWasted time -- 10% of average day10% of average day

G oal setting G oal setting SS ± ± SpecificSpecific

MM-- MeasurableMeasurable

AA ± ± AchievableAchievable

R R ± ± RealisticRealistic

TT ± ± TimedTimed



Priorities Priorities

CommunicationCommunication

Procrastination Procrastination

Procrastination is a major stumbling block for almostProcrastination is a major stumbling block for almost

everyone seeking to improve his use of time. Thereeveryone seeking to improve his use of time. There

are three causes, which lead to procrastination:are three causes, which lead to procrastination:

Unpleasantness Unpleasantness

Difficult projects Difficult projects

Indecision Indecision



Principles of Time ManagementPrinciples of Time Management

Establish goals, both long Establish goals, both long--term and shortterm and short--termterm

Principles of brevity Principles of brevity Principles of habit Principles of habit

Principles of proper planning Principles of proper planning

Principles of prioritization Principles of prioritization

Principles of effectiveness Principles of effectiveness

Principles of equal distribution Principles of equal distribution

Time estimates Time estimates

Delegation of authority Delegation of authority

Management exception Management exception

Proper implementation Proper implementation

Follow up Follow up



Some of the time wastersSome of the time wasters

Time wasters can be classified as internal time wasters andTime wasters can be classified as internal time wasters and

external time wasters.external time wasters. I nternal time wasters: I nternal time wasters:

Poor communication Poor communication--written and verbalwritten and verbal

Procrastination Procrastination

Inability to say µNo¶ Inability to say µNo¶

Poor prioritizing Poor prioritizing

Inadequate planning Inadequate planning

Failure to delegate Failure to delegate



External time wasters: External time wasters:

Visitors Visitors

Meetings Meetings

Papers and correspondence Papers and correspondence

Telephone Telephone

Procedures and systems Procedures and systems

Travel Travel

Subordinates Subordinates



T he other time wasters could be with regard toT he other time wasters could be with regard to

planning and process itself. planning and process itself.

Planning:Planning: Lack of clarity on objectives Lack of clarity on objectives

Shifting priorities Shifting priorities

Unrealistic time estimates Unrealistic time estimates Process:Process:

Lack of clarity about the job requirements. Lack of clarity about the job requirements.

Poor crisis management Poor crisis management

Inability to concentrate Inability to concentrate

Ineffective delegation Ineffective delegation



Pruning Time Wasters:.Pruning Time Wasters:.

V isitorsV isitors

Meetings Meetings

Papers and correspondence Papers and correspondence

T elephoneT elephone

T ravel T ravel

I nformation I nformation

Selective reading Selective reading

There are four Ds to be kept in mind for managing our work There are four Ds to be kept in mind for managing our work effectively with regard to time. They are:effectively with regard to time. They are:

DD ± ± DumpDump DD ± ± DelayDelay DD ± ± DelegateDelegate DD ± ± DoDo



Effective Time Management Techniques based onEffective Time Management Techniques based on

task orientation:task orientation:

Four kinds of tasksFour kinds of tasks

TwoTwo--dimensional view of tasks to be completeddimensional view of tasks to be completed

The Three Laws of Time and Effort ManagementThe Three Laws of Time and Effort Management

1.1. The Law for Planning our timeThe Law for Planning our time2.2. The Law for applying our effortThe Law for applying our effort

3.3. The Law for Investing our TalentThe 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



Work measurement with relevance to time dimensionWork measurement with relevance to time dimension

Steps toward successful work measurementSteps toward successful work measurement-- organizing the work areaorganizing the work area

Thoroughly Inform Executives and Employees of theThoroughly Inform Executives and Employees of the

objectivesobjectives

Review and analyze their operationsReview and analyze their operations

Develop and discuss work simplificationDevelop and discuss work simplification

Instruct the employee and install the improved methodsInstruct the employee and install the improved methods Compile and code the operations listCompile and code the operations list

Study and measure operationsStudy and measure operations

Install activity and attendance reportingInstall activity and attendance reporting

Report and counsel management of the problem areasReport and counsel management of the problem areas

Plan and improve performancePlan and improve performance

Improve and control operational activitiesImprove and control operational activities



Benefits of work measurement process areBenefits of work measurement process are

Reduced effort and fatigue; Reduced effort and fatigue;

Improved workstations; Improved workstations;

Workload redistribution because of imbalance, unimportance or work Workload redistribution because of imbalance, unimportance or work

below the employee¶s skills; below the employee¶s skills;

Job stability; Job stability;

Performance recognition; Performance recognition;

Delegation and Time managementDelegation and Time management

What is delegation?What is delegation?

There are several advantages resulting from effective delegation:There are several advantages resulting from effective delegation:

What To Delegate?What To Delegate?



DaleDale McConkyMcConky, suggests the following items to be delegated, suggests the following items to be delegated

to subordinates:to subordinates:

Matters that keep repeating themselves Matters that keep repeating themselves

Minor decisions most frequently made Minor decisions most frequently made

Parts of the job the supervisor is least qualified to handle Parts of the job the supervisor is least qualified to handle

Parts of the job that make the superior over specialized. Parts of the job that make the superior over specialized.

The reasons why they do not delegate are:The reasons why they do not delegate are:

Lack of confidence in subordinates Lack of confidence in subordinates

Lack of self Lack of self--confidenceconfidence

Poor definition of duties Poor definition of duties Aversion to risk taking Aversion to risk taking

Fear of subordinates as competitors. Fear of subordinates as competitors.

An inflated self An inflated self--imageimage



Certain tips to managers on time management:Certain tips to managers on time management:

Start your day without a plan of action.Start your day without a plan of action.

Get out of balance in your life.Get out of balance in your life. Work with a messy desk or work area.Work with a messy desk or work area.

Don¶t get enough sleep.Don¶t get enough sleep.

Don¶t take a lunch break.Don¶t take a lunch break.

Some behavioral negativities of our own nature that prohibit usSome behavioral negativities of our own nature that prohibit us

from maintaining timings and schedules are:from maintaining timings and schedules are:



MANAGERIAL MODELMANAGERIAL MODEL

Person Process ProductPerson Process Product

Heuristic Model Of Managerial Behavior & PerformanceHeuristic 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



The personThe person

Qualities includeQualities include

Ability to sustain defeatAbility to sustain defeat AlertAlert

AmbitiousAmbitious AssertiveAssertive

Capable of good judgmentCapable of good judgment ConfidentConfident

CompetitiveCompetitive CreativeCreative

DecisiveDecisive DedicatedDedicated

DefensiveDefensive DynamismDynamism

Emotional stabilityEmotional stability EnergeticEnergetic

ExtrovertExtrovert Fear of failureFear of failure

Group orientedGroup oriented HonestHonest IntelligentIntelligent Mentally strongMentally strong

OptimisticOptimistic PragmaticPragmatic

PredictablePredictable RealisticRealistic

Self Self--controlledcontrolled TolerantTolerant



The processThe process

Answers how managers manage successfully Answers how managers manage successfully

Manage work instead of people Manage work instead of people

Plan and organize effectively Plan and organize effectively

Set goals realistically Set goals realistically

Decisions based on consensus but accept responsibility Decisions based on consensus but accept responsibility

Delegate frequently and effectively Delegate frequently and effectively

Rely on others to help solve problems Rely on others to help solve problems

Communicate precisely Communicate precisely

Cooperate with others Cooperate with others

Display consistent and dependable behavior Display consistent and dependable behavior

Win with grace Win with grace

Express hostility tactfully Express hostility tactfully



ProductProduct

These reflect on outcome of effective managing and include:These reflect on outcome of effective managing and include:

Organizational efficiency Organizational efficiency

High productivity High productivity

Profit maximization Profit maximization

Organizational stability Organizational stability

Employee welfare Employee welfare

Social welfare Social welfare

MODEL OF MANAGERIAL EFFECTIVENESSMODEL OF MANAGERIAL EFFECTIVENESS

Heuristic ModelHeuristic Model

Heroic Models of the managerHeroic Models of the manager

Manager as Master TechnicianManager as Master Technician

Manager as ConductorManager as Conductor

Manager as a developerManager as a developer



EFFECTIVENESS CAN BE LEARNEDEFFECTIVENESS CAN BE LEARNED

Objectives of Effective ManagerObjectives of Effective Manager

EFFECTIVE MANAGER AS AN OPTIMIZER:EFFECTIVE MANAGER AS AN OPTIMIZER:

To optimize is to increase productivity for which the following four To optimize is to increase productivity for which the following four

components should be givencomponents should be given atmostatmost attention by the managers.attention by the managers.

Mentoring Mentoring

Feedback Feedback

Counseling Counseling

Discipline Discipline

APART FROM THE ABOVE MENTIONED COMPONENTS,APART FROM THE ABOVE MENTIONED COMPONENTS,

ANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BEANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BE

ABLE TOABLE TO



EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER

POSSIBLE WITH THE ADOPTION OF CERTAIN SKILLSPOSSIBLE WITH THE ADOPTION OF CERTAIN SKILLS

Technical skills Technical skills

Human skills Human skills Conceptual skills Conceptual skills

Designing skills Designing skills

Communication skills Communication skills

Interpersonal skills Interpersonal skills

Understanding perception, self concept, and expressing emotions Understanding perception, self concept, and expressing emotions

Nonverbal and verbal skills Nonverbal and verbal skills

Conflict management skills Conflict management skills

Problem solving skills Problem solving skills

Political skills Political skills

Listening skills and feedback skills to build high performance Listening skills and feedback skills to build high performance



TEN STEPS TO BECOME AN EFFECTIVE MANAGER TEN STEPS TO BECOME AN EFFECTIVE MANAGER

1.1. What are the goals and objectives of the organization? Do your teamWhat are the goals and objectives of the organization? Do your team

members know what they are supposed to accomplish?members know what they are supposed to accomplish?

2.2. What is your role in attaining these goals and objectives? What areWhat is your role in attaining these goals and objectives? What areyour team member¶s roles?your team member¶s roles?

3.3. What tools or resources will you have to work with in order to fulfillWhat tools or resources will you have to work with in order to fulfill

your role?your role?

4.4. What procedures and rules will you have to follow?What procedures and rules will you have to follow?

5.5. How much authority do you have? How much do your team membersHow much authority do you have? How much do your team members

have?have?

6.6. What are your relationships inside and outside of your department orWhat are your relationships inside and outside of your department or

organization?organization?

7.7. What criteria will be used to measure your performance?What criteria will be used to measure your performance?8.8. Will you receive feedback on how you are doing? Where, when, andWill you receive feedback on how you are doing? Where, when, and

how?how?

9.9. Where and from whom can you or your team members receive helpWhere and from whom can you or your team members receive help

and support when it is needed?and support when it is needed?

10.10. What rewards or recognition will you receive?What rewards or recognition will you receive?



FUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIALFUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIAL

JOB BEHAVIOUR JOB BEHAVIOUR

TopTop--level Managementlevel Management

Middle level ManagersMiddle level Managers First level ManagersFirst level Managers

SKILLS REQUIRED BY THE MANAGERS AT EACH LEVELSKILLS REQUIRED BY THE MANAGERS AT EACH LEVEL

TechnicalTechnical ± ± at supervisory roleat supervisory role

HumanHuman ± ± middle levelmiddle level

ConceptualConceptual ± ± top leveltop level

Top Managerial LevelTop Managerial Level-- Its significanceIts significance

Change: What is it?Change: What is it?

Change is the norm Change is the norm

Change is unavoidable Change is unavoidable

Task of the organization is to lead change. Task of the organization is to lead change.



1. Change Policies1. Change Policies

a. Abandon yesterdaya. Abandon yesterday

b. Organized Improvementb. Organized Improvementc. Exploiting Successc. Exploiting Success

2. Piloting2. Piloting

3. Changes And Continuity3. Changes And Continuity

4. Making The Future4. Making The Future

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