1. CONCEPT OF MANAGERIAL EFFECTIVENESS

2. Managerial effectiveness is a manager ability to achieve desired results. How well he applies his skills and abilities in guiding and directing others determines whether he can meet the results effectively. On the other hand, managerial effectiveness refers to the ratio of output to input or doing things right. The higher the proportion the more efficient is the manager. When managers are able to minimize the cost of the resources used to attain performance they are managing efficiently. According to Reddin, “ Managerial effectiveness is the extent to which a manager achieves the output requirement of his position” According to Mumford, “ Managerial effectiveness denotes the extent to which managers actually achieve, in terms of results, what they are supposed to achieve” According to Richard Boyatzis, “ Managerial effectiveness incorporates both organizational performance and individual competence and abilities

3. 1)Leadership: At the very least managers must be able to exert their authority, subordinates will follow manager ‘s direction solely on the basis of their respect for that individual’s personal integrity and professional attainment rather than the formal authority that accompanies a title. In this sense it can be said that the best of managers lead by Eg, providing role models for their staffs 2) Motivation: The best managers make it a point to know what makes their subordinates motivated and then to create incentives to get them to be as productive as possible. This requires manager to wear different hats with different employees at different points of time. An increasingly important aspect of the manager’s role involves the training and development of staff. Cultivation of talent is necessary for succession planning and may even be viewed as an entitlement or condition of employment by those who are hired. It is ironic that managers withhold guidance out of fear that their subordinates might threaten their jobs if they learn too

4. much. Ultimately they threaten their own jobs. These disenchanted employees will probably be less productive or leave for promising jobs, reflecting poorly on their managers performance 3) People Skills: Diplomacy and charm count for a lot. In the corporate world, style may be just as important as substance. It is believed that individuals who ascend to the top are not necessarily the best or the brightest. They tend to be nominally competent but are skillful at getting along with everyone and alienating no one 4) Administrative Skills: The administrative manager must have managerial skills in order to manage the organization or the department for which he is responsible. The level of skills needed will be determined by the level in which the manager operates. These skills are managerial functions - Planning, Organizing, Leading, Controlling, Problem solving and decision making and managing cultural diversity

5. MANAGERIAL MODEL Person Process Product Heuristic Model Of Managerial Behavior & Performance Organizational Environment Individual Characteristics Intelligence Aptitude Knowledge Temperament Preference Expectation Ability Feedback Motivation Opportunity Transformation Process 1.Planning 2.Goal setting 3.Decision Making 4.Delegating 5.Problem Solving 6.Communicating 7.Cooperating 8.Displaying Organisational Results 1.Profit Maximization 2.Organizational efficiency 3.Organizational stability 4.High Productivity 5.Employee Welfare 6.Social Welfare

6. 1)Person Approach: The person is the model refers to the individual manager’s traits and abilities. This approach consists of the basic individual characteristics that a manager should possess. It includes all those characteristics which help manager in being effective. Few of them are: a) Intelligence: A manager needs to be intelligence to make sure that he/she can easily understand what is happening in the work place and so that he can deal with issues and problems in the workplace b) Aptitude: A manager should develop an aptitude which makes him learn more and more of the jobs on hand and the related complexities c) Knowledge: A manager should have the knowledge about the jobs they are related to

7. 4) Temperament: They need to have a good temperament, excellent communication as well as public relations skills b’cos such manager can handle different aspects of employees career. 5) Preference: The managers should prefer important tasks rather than wasting time on unimportant tasks, Hence he should manage his time for this 6) Expectation: Setting expectation with employees is an effective management tool. By doing so, productivity will increase b’cos neither the manager nor the employee will have to retrace as many steps or worst starts over 7) Ability: Managers should have the ability to confidently and appropriately direct others to work if they have not yet actualized and reached the level of being self managed 8) Feedback: Feedback will tell and keep the manager updated about the organization’s strength and weaknesses. In short, managers who provide feedback that is voluntary, detailed, immediate and positive can positively influence employee performance

8. 9) 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 10) Opportunity: The managers should identify and take the benefit of opportunities in the environment both inside and outside the organization. 2) PROCESS APPROACH: When managers use process approach, it means that they manage the processes that make up their organization, the interaction between these processes and the inputs and outputs that glue these processes together. A process is an integrated set of activities that uses resources to transform inputs in to outputs. Processes are interconnected b’cos the output from one process becomes the input for another process.

9. The process approach includes the following activities: a)Plan and Organize: The managers are involved in planning and organizing effectively b) Goal Setting: The managers set realistic goals for the organization c) Decision Making: The managers are involved in the activities of decision making. Decisions should be based on consensus but with accepted responsibility d)Delegating: Managers delegate tasks frequently and effectively f) Problem solving: Managers are responsible for problem solving. They rely on others to help in solving problems g)Communicating Precisely: The managers should have the ability to communicate effectively with each and every employee h) Cooperation: Managers should have the responsibility of cooperating with others i)Displaying: Managers display consistency and dependable behaviour.

10. 3) PRODUCT APPROACH: The “product” is in terms of organizational results such as profit maximisation and productivity etc. This approach reflects an outcome of effective management. The indicators of managerial effectiveness are” a) Organizational efficiency: Effective management leads to organizational efficiency. b) High Productivity: High productivity indicates effective management procedures. c)Profit Maximization: It is the objective of every organisation which determines its success d) 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.An organization stability affects the number and specialization of departments and the staffing of each area.

11. e) Employee Welfare: An effective management system involves employee welfare so as to satisfy and retain employee f) 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 This model indicates that managerial effectiveness can be defined in terms of individual characteristics, individual behaviour and organizational effectiveness This is an interactive model in that it assumes that the person, process, product dimensions will influence each other with the primary concern being the impact of managerial characteristics and behaviors on organizational outcomes(levels of profits, productivity) As indicated by the model, the pattern of individual characteristics and behavior’s that lead to desired outcomes is contingent to the internal organizational environment(eg:tasks,functions,policies,procedures,resources)and the external environment(eg: Uncertainty,Market characteristics) Individual characteristics and patterns of behaviour that are effective in one context may not be so in another.The effectiveness of the manager is determined by the “degree of fit” between the characteristics and behaviour of the manager and the demands of the particular situation

12. The model implies that a definition of managerial effectiveness should fulfill at least two requirements. 1) It must link the characteristics and behaviour of the individual with desired organizational outcomes 2) It must acknowledge that the pattern of effective behaviour will vary across different jobs, bosses, organizations and environment, and in response to the characteristics of the individual manager.