1. Managerial Behaviour and Effectiveness
Management and Organisational Behaviour
7th Edition
CHAPTER 7
Managerial Behaviour and Effectiveness

2. Managerial style & behaviour
The successful manager has the ability to handle people effectively
People respond according to the manner in which they are treated
The behaviour of managers & their style of management will influence the level of performance achieved by subordinate staff

3. Assumptions about human nature Theory X
Theory X assumes that –
The average person is lazy & has an inherent dislike of work
Most people must be coerced, controlled, directed & threatened with punishments if the organisation is to achieve its objectives
The average person avoids responsibility, preferring to be directed
Motivation occurs only at the physiological & security levels

4. Assumptions about human nature Theory Y
Theory Y assumes that –
For most people work is as natural as play or rest
People will exercise self-direction & self-control
Commitment to objectives is a function of rewards associated with their achievement
Given the right conditions, the average worker can accept and seek responsibility

5. Assumptions about human nature Theory Y
Theory Y assumes that -
The capacity for creativity in solving organisational problems is distributed widely
The intellectual potential of the average person is only partially utilised
Motivation occurs at the affiliation, esteem & self-actualisation levels

6. As situations demands
Theory X and Y represent extremes of the natural inclination of managers towards a particular style of behaviour
In practice the actual management style adopted is influenced by the demands of the given situation

7. Japanese Theory Z Characteristics of a Theory Z organisation –
Long-term employment, often for a lifetime
Relatively slow process of evaluation and promotion
Development of company-specific skills & moderately specialised career path
Ouchi

8. Japanese Theory Z Characteristics of a Theory Z organisation –
Implicit, informal control mechanisms supported by explicit, formal measures
Participative decision-making but individual ultimate responsibility
Broad concern for the welfare of subordinates & co-workers as a natural part of a working relationship & informal relationships among people
Ouchi

9. Blake & Mouton Managerial / leadership grid
The grid provides a basis for a comparison of managerial styles in terms of –
A concern for production
A concern for people

10. Managerial / leadership grid
Figure 7.1
Managerial / leadership grid
Source: Blake, R.R. and McCanse, A.A. (1991) Leadership Dilemmas – Grid Solutions, Gulf Publishing Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.

11. Managerial / leadership grid combinations
9,1 – autocratic, relying on centralised systems & authority
1,9 – hold a belief that contented staff will undertake what is required of them & achieve a reasonable level of output
5,5 – middle-of-the-road, live & let live approach with a tendency to avoid the real issues
9,9 – integrate task needs & concern for people

12. Managerial / leadership grid Additional styles
Opportunistic management - organisational performance occurs according to a system of exchanges
Paternalistic /maternalistic management - reward & approval are granted to people in return for loyalty & obedience; punishment is threatened for failure to comply

13. Dominant style of management
The dominant style of management is influenced in any particular situation by:
Organisation - the nature of the organisation in which a manager is employed
Values - the personal values, beliefs or ideals of the manager
Personal history - the deep rooted personal history of the manager
Chance - chance has not provided the manager with an opportunity to learn

14. Likert’s management system
Exploitive authoritative – decisions imposed on staff & motivation is based on threats
Benevolent authoritative – condescending form of leadership with motivation based on system of rewards
Consultative – some trust in staff, motivation based on rewards & also some involvement
Participative – involves trust & confidence in staff with motivation based on rewards for achievement of agreed goals

15. Supportive relationships
These relationships are intended to enhance self- esteem and ego building. They contribute to subordinates’ sense of personal worth, significance and dignity.

16. Supportive relationships
A superior’s behaviour is supportive when there is:
Mutual confidence & trust
Opportunity to maintain a good income
An understanding of work problems & help in doing the job
Genuine interest in personal problems
Help with training to assist promotion
A sharing of information

17. Management by objectives (MBO)
A management style or system that relates organisational goals to individual performance & development through involvement of all levels of management
The basis for MBO is –
The setting of objectives & targets
Participation by individual managers in agreeing unit objectives & criteria of performance
The continual review & appraisal of results

18. The cycle of MBO activities
Figure 7.4
The cycle of MBO activities

19. MBO advantages & constraints
Provides the opportunity for staff to accept greater responsibility & make higher level of personal contribution
Modern form of scientific management
Places too much emphasis on individual job definition & management authority structure
Assumes no conflict between individual & organisational goals
Not always easy to set specific targets or figures for senior jobs

20. Five essential principles
Successful management of people is based on:
honesty, trust, openness, mutual respect, co-operation & support
a perception of employees as an essential asset to be invested in
a clearly established set of principles applied in daily tasks
fundamental leadership relating to vision, charisma & ability to gain team commitment & co-operation
the establishment of essential practices such as setting high standards & achieving them

21. The effective management of people
Figure 7.5
The effective management of people

22. The golden rule management philosophy
Trust people fairly but according to merit
Make others feel important
Motivate people by praise
Encourage feedback
Sandwich every bit of criticism between two layers of heavy praise
Have an open-door philosophy
Help other people get what they want
Never hide behind policy or pomposity

23. Managerial effectiveness
A study by Proudfoot Consulting reported that –
Poor planning & inadequate management are still the key reasons for the majority of time wasted globally in the workplace

24. Effective & successful managers
Luthans makes the following distinction:
Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates
Successful managers – defined operationally in terms of the speed of their performance within the organisation

25. Assessing a manager’s effectiveness A manager’s effectiveness can be assessed using the following:
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

26. The 3-D model of managerial effectiveness
Figure 7.9
The 3-D model of managerial effectiveness
Source: Reddin, W.J. Managerial Effectiveness, McGraw-Hill (1970) p.206

27. The 3-D model of managerial effectiveness
Less effective are the –
Missionary Compromiser
Deserter Autocrat

28. The 3-D model of managerial effectiveness
More effective are the –
Developer Executive
Bureaucrat Benevolent autocrat

29. General criteria of managerial effectiveness
The manager’s work
The manager him/herself
The manager’s relationship with other people
The manager as part of the organisation
Criterion of general effectiveness