1. UNIT - 3

2. MANAGERIAL EFFECTIVENESS
Meaning & Definition of Managerial effectiveness:
Managerial effectiveness is a manager’s ability to achieve desired results. How well he/she applies his/her skills and abilities in guiding and directing others determines whether he/she can meet those results effectively.
Managerial effectiveness is often defined in terms of output – what a manager achieves. This result oriented definition leads us to look for the factors that contribute towards the “results”.

3. Definition :
According to Mumford, “Managerial effectiveness denotes the extent to which managers actually achieve, in terms of results, what they are supposed to achieve.”
Components of Managerial Effectiveness
Leadership
Motivation
People skills
Administrative skills
Leadership – At the very least, managers must be able to exert(use) their authority. Ideally subordinates will follow a manager’s directives solely(only) on the basis of their respect for that individual’s personal integrity and/or professional

4. attainment rather than the formal authority that accompanies a title.
Motivation – The best manager make it a point to know what make their subordinate tick and then to create incentives to get them to be as productive as possible. An increasingly important aspect of the manager’s role involves the training and development of staff.
People skills – Diplomacy(skill) and charm count for a lot. In the corporate world, style may be just as important as substance. Managers tend to be nominally competent but are skillful at getting along with everyone.
Administrative skills – The administrative manager must have managerial skills in order to manage the organization or the department for which he/she is responsible.

5. Informational roles and Decisional roles
Factors involved in Managerial Effectiveness
Role performance – An essential measure of managerial effectiveness is the way managerial roles are performed. These can be grouped as:
Interpersonal roles
Informational roles and
Decisional roles
Learning Behaviors – This include the willingness and motivation to work and learn with changing times and across cultural differences.

6. Perspective of Managerial effectiveness
Resilience – It is the ability to manage stressful situations and yet be resilient in the face if immense pressure.
Business knowledge – That is, a hold over concepts of how to conduct business affects managerial effectiveness.
Perspective of Managerial effectiveness
Traditional/coventional perspective – The traditional model emphasizes the ability to set and achieve goals where it is simplicity assumed that managerial effectiveness leads to organizational effectiveness. .

7. Organizational level competency-based perspective – The competency-based approach implies that there is long-term future orientation that accounts for both external and internal influences on the organizations.
Individual level competency-based perspective – The individual competency-based approach to managerial effectiveness focuses upon the individual rather than the organization. The purpose of this approach is to develop is to develop transferable management skills that are applicable across different circumstances both nationality .

8. Organizational level competency-based perspective – The competency-based approach implies that there is long-term future orientation that accounts for both external and internal influences on the organizations.
Individual level competency-based perspective – The individual competency-based approach to managerial effectiveness focuses upon the individual rather than the organization. The purpose of this approach is to develop is to develop transferable management skills that are applicable across different circumstances both nationality .

9. Model of Managerial Effectiveness :
Individual characteristics
Transformation process/individual behavior
Organizational outcomes
Intelligence
Aptitude
Knowledge
Temperament
Preference
Expectation

10. Ability
Feedback
Motivation
Opportunity
Transformation process/Individual Behavior
Planning
Goal-setting
Decision-Making
Delegation
Problem solving
Communicating

11. Cooperating
Displaying
Organizational outcomes
Organizational efficiency
High productivity
Profit maximization
Organizational stability
Employee welfare
Social welfare
Person Approach
The “person” in the model refers to the individual

12. Manager’s characteristic traits and abilities
Manager’s characteristic traits and abilities. This approach consist of basic individual characteristics that a manager should possess. It includes all those characteristics which help manager in being effective. Few of them are :
Intelligence – A manager needs to be intelligent, to make sure that he/she easily understand what’s happening in the workplace, and so that he/she can deal with issues and problems in the workplace.
Aptitude – A manager should develop an aptitude which makes him learn more and more of the jobs on hand and the related complexities.

13. Knowledge – A manager should have the knowledge about jobs they are related to.
Preference – The manager should prefer important tasks rather than wasting time on unimportant tasks. Hence he, should manage his time for this.
Temperament – They need to have a good temperament, excellent communication as well as PR (public relation) skills, because such manager can handle different aspects of employee career.
Expectation – Setting expectations with employee is an effective management tool. By doing so, productivity will increase because neither the

14. manager nor the employee will have to retrace as many steps or worse start over.
Ability – Managers should have ability to confidently and appropriately direct others to work if they have not yet actualized and reached the level of being self-managed
Feedback – Feedback is very essential for an organization’s success. It will tell and keep the managers updated about the organizations strengths and weakness. In short, managers who provide feedback that is voluntary, immediate, and positive can positive influence employee performance.

15. Motivation – A good manager should have the ability to motivate each one of them, treat each of them fairly and equally and bring out the best in them.
Opportunity – The managers should identify and take the benefit of opportunities in the environment both inside and outside the organization.
PROCESS APPROACH
The “process” is the manager’s on-the-job behavior and activities. This approach provides the answer to how managers manage their tasks successfully. It includes the following activities:
Plan and organize – The managers are involved in

16. Planning and organizing effectively.
Goal-setting – The managers set realistic goals for the organization.
Decision-making – The managers are involved in the activities of decision-making. Decision should be based on consensus but with accepted responsibility.
Problem-solving – Managers delegate tasks frequently and effectively.
Communicating precisely – Communication skills are another of the musts in the list of manager skills. The managers have the ability to communicate

17. effectively with each and every employee.
Cooperation – Managers have the responsibility of cooperating with others.
Displaying – Managers display consistency and dependable behavior.
PRODUCT APPROACH
The “product” is in terms of organizational results such as profit maximization and productivity. This approach reflects an outcome of effective management. The indicators of managerial effectiveness are:
Organizational efficiency – Effective management

18. leads to organizational efficiency.
High productivity – If the productivity of the organization is high, it indicates effective management procedure.
Profit maximization – Profit maximization is the objective of every organization, which determines its success.
Organizational stability – Stability indicates how much and how often an organization’s environment will change. Stability means the certainty with which an organization can predict changes in its environment.

19. Employee welfare – An effective management system involves employee welfare so as to satisfy and retain employee.
Social welfare – Social welfare is a policy in which the well being of a society at large is the main target. An effective management system gives importance to the social welfare.

20. BRIDGING THE GAPS IN MANAGERIAL EFFECTIVENESS
A managerial problem can be described as the gap between a given current state of affairs and a future desired state. Problem-solving may then be thought of as the process of analyzing the situations and developing a solution to bridge the gap.
The problem-solving framework can be used in a wide variety of business situations, including both large-scale management-change

21. initiatives and routine improvement or corrective activity.
Steps for problem-solving:
Step 1 : Problem awareness
Step 2 : Problem definition
Step 3 : Decision-Making
Step 4 : Action plan implementation
Step 5 : Follow-through
Problem awareness – To solve a problem one need to first become aware of it and acknowledge that is exists.

22. Establish trust – To obtain active participation from others involved in a problem. One need to ensure that they feel understood and accepted. They need to have confidence that the problem can be resolved and they need to trust that one will see the problem as learning experience and not as a reason for punishment.
Clarify objectives – Objectives must be set and clarified before a current situation can be assessed. Objectives provide guidelines for one’s behavior and bases for measuring the effectiveness of one’s relationship.

23. iii. Assess the current situations – The current situations should be assessed to determine if one’s needs are being met. If there are any mismatches, the next step is to determine why.
Problem definition – If the problem is not defined clearly, any attempt to solve it will fail because the parties involved would not really know what they are working on.
Analyze problems – If a problem is defined accurately and analyzed completely, it provides a safeguard against incorrect assumptions, treatment of symptoms only and incomplete

24. understanding.
Agree on problem to be solved – If more than one problem has been identified, the next step is to set priorities regarding which problem will be worked on first and which ones will be put aside temporarily or identified problem accurately can impede consideration and eventual application of the best solution.
Decision-Making – After the problem has been identified and analyzed, the next step is to develop a course of action that will improve the relationship to an acceptable state.

25. Establish decision-making criteria – Decision-making criteria are statement of objectives that need to be met for a problem to be solved. Effective criteria should be specific, measurable, attainable, complementary, ethical and acceptable to those who will implement the decision.
Develop action alternatives – Involving all concerned parties in the generation and analysis of alternatives enhances the value, acceptance and implementation of an action plan.
Evaluate benefits and risks of alternatives – It is important to look at all the long-run consequences

26. of the alternatives being considered.
Decide on a plan – As alternatives are evaluated according to these criteria many will be clearly unsatisfactory and can be eliminated.
Action plan implementation - An action plan is of little value unless it is effectively implemented. How the action plan is to be accomplished connects the decision with reality. Action plan implementation involves the following steps:
Assign plan implementation – Tasks and responsibilities should be assigned to each person to make new action plan work and to avoid

27. misunderstanding.
Establish an implementation schedule – To be effectively implemented, all necessary tasks need a specific time schedule for completion. Action implementation steps can be listed in priority order and assigned reasonable time periods for completion, starting with the last before the objective is accomplished.
Follow-Through – Once an action plan is implemented, people often move on to another task. Following through entails the development and maintenance of positive attitudes in everyone

28. Establish criteria for measuring success – Unless the circumstances have changed, time, quality and quantity goals are the criteria that serve as benchmarks for measuring problem-solving success and comparing the actual results.
Monitor Results – Actual results should be compared with the established criteria. If the new performance meets the criteria, no further action is necessary other than continued monitoring.
Take corrective Action – If performance fails to match the success criteria, the problem needs to be identified by again applying the problem-solving process.

29. MEASURING MANAGERIAL EFFECTIVENESS
Measuring management effectiveness requires defining the meaning of effectiveness within the context of the organization. In a profit-driven corporation, effectiveness may be defined as revenue generation.
Measures of managerial effectiveness
Superior’s effectiveness and performance rating : One way to judge the effectiveness of a manager is to examine his other performance appraisal ratings.

30. Subordinates ratings of satisfaction, organizational climate, morale, motivation and leadership effectiveness : If leadership is defined partly in the eyes of followers, then perhaps a better way to judge the manager’s success is through subordinate’s ratings of effectiveness.
Unit performance Indices : Rather than use ratings to judge a manager’s effectiveness, unit performance indices could be used to examine what impact leaders have on the “Bottom lines” of their organizations.

31. CURRENT INDUSTRIAL & GOVERNMENT PRACTICES IN MANAGEMENT OF MANAGERIAL EFFECTIVENESS
Industries and government adopts the following practices in order to manage the managerial effectiveness in organizations.
Setting-up procedure to ensure high quality of work,
Arranging for training and executives development of its employees,
Involvement in career development program of its employees,

32. Monitoring the quality of work through performance appraisal,
Verifying the necessary information through feedback,
Checking the accuracy of one’s own and others work
Developing and using systems to organize and keeping track of information or work progress,
Carefully preparing for meetings and presentations, and
Organizing information or material for others.

33. Some other areas, which requires 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

34. 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.
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

35. 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 complete a job.

36. EFFECTIVE MANAGER AS AN OPTIMIZER
Effective manager focuses on what he/she is doing and effectively deals with how they are doing. As it is a know fact efficiency is doing the task correctively and refers to the relationship between inputs and outputs.
According to Campbell, “Effective manager is said to be an optimizer in utilizing all the available and potential resources”