1. EFFECTIVE MANAGER AS A OPTIMIZER According to campbell, in his behavioral approach says, effective manager is said to be an optimizer in utilizing all the available and potential resources ….. Effective manager focuses on what he is doing and effectively deals with how we are doing. As it is a known fact that efficiency is doing the task correctly and refers to the relationship between inputs and outputs. Manager as a Optimizer  Effective managers do differently from their less-effective counterparts.  Have high concern for people and productivity  Effective managers are able to communicate  Spend Time in Managing  Using General Style  Allow Employees to Influence them  Have influence upward  Minimize Status Differences

2. Manager as a Optimizer 1)What is my potential contribution? 2)What are my objectives? 3)What does it take to be effective here? 4)What needs changing? 5) What is organization’s philosophy 6) What can I do now? 7)How can I improve my superior ‘s effectiveness ? 8)How can I improve my coworker’s effectiveness ? 9)How can I improve my subordinate effectiveness ? 10)How can I change the technology ? 11)What is my future ? 12) What will the future demand ? The actions he is to take will arise from the answers a manager gives to these questions.

3. Components making Manager as Effective Optimizer To Optimize is to increase productivity for which the following four components should be given atmost attention by the manager: 1)MENTORING: Mentoring is a long term development process. Mentoring is the tutorial relationship between mentor and learner in which the mentor guides the learner through a process of self development Mentors are individuals with advanced experience and knowledge who are committed to providing upward support and mobility to their Protégé’s career. Mentors can provide the support and challenges that engage talented protégé’s to increase their job satisfaction and work effectiveness in the process. By doing this, mentors help to “ raise the performance bar” in their profession while gaining insights from a different viewpoint. Hence, managers are mentors and educators who teach employees the practical and philosophical aspects of business. 2) FEEDBACK: Delivering effective feedback is the ultimate test of people management. According to pai” Delivering feedback is an art that requires the manager to put on a host of hats and play a range of roles: of a counsellor, a parent, a psychiatrist, a friend and sometimes,but only sometimes a box”

4. Components making Manager as Effective Optimizer Acquiring feedback skills, both in giving and receiving feedback requires years of experience, genuine interest in the subordinates wellbeing, an innate sense of fair play, maturity that enables manager to process the subordinates reactions and shift roles as appropriate. 3) COUNSELLING: Over the past decade, increased competition and rapid pace of economic development have led to higher stress on the job, thereby enhancing the need for counselling. Effective counselling is a win - win route for employees as well as employers. From employee’s point of view counselling symbolizes fair treatment, and for the employer it helps in improving employee’s productivity on the job. Personal counselling is defined as discussion of an emotional problem with an employee, with the general objective of reducing it so that performance is maintained at adequate level or even improved then. Thus manager must act as a counsellor and ensure that the subordinates develop goals that are acheivable. 4)DISCIPLINE: Discipline may be defined as an attitude of mind which aims at inculcating restraint, orderly behavior and respect for willingness obedience to a recognised

5. Components making Manager as Effective Optimizer authority. In any industry, discipline is a useful tool for developing, improving and stabilizing the personality of workers. Industrial discipline is essential for the smooth running of an organization, for increasing production and productivity, for the maintenance of industrial peace and for the prosperity of industry and nation. Therefore it is the responsibility of managers to prompt an individual or a group to observe the rules, regulation and procedures which are deemed necessary for the attainment of objectives.

6. Factors Affecting Managerial Effectiveness 1)Role Performance: An essential measure of managerial effectiveness is the way managerial roles are performed. Mintzberg concluded that managers carry out ten different roles which are highly interdependent. These can be grouped as: a)Interpersonal Roles: This includes how effective are the managers interpersonal relation with the subordinates, with his boss, and with the clients of the company b) Information Roles: It means how effective are the managers disseminates and monitors the information flow in the organization c) Decisional Roles: This includes assessing how a manager decides on the resource allocation to various departments and tasks, and represents the organization during negotiations as the decision making authority 2) Skills: a) Technical skills It is difficult for the manager to be effective with low technical skills. If high technical skills are the most closely associated with effective management and

7. Factors Affecting Managerial Effectiveness If technical skills are teachable and learnable, it is then possible to improve the technical skills of ineffective managers, thereby increasing their chances of becoming more effective managers. b) Human Skills: Human relations skills are also called Interpersonal skills. It is an ability to work with people. It helps the managers to understand, communicate and work with others. It also helps the managers to lead, motivate and develop team spirit. Human relations skills are required by all managers at all levels of management. This is so, since all managers have to interact and work with people c) Conceptual Skills Conceptual skill is the ability to visualize (see) the organization as a whole. It includes Analytical, Creative and Initiative skills. It helps the manager to identify the causes of the problems and not the symptoms. It helps him to solve the problems for the benefit of the entire organization. 3) Education and Training: Managers with appropriate educational background were effective managers and those who are not with appropriate degree were ineffective managers. So if managers were not effective a proper training programme can be arranged to

8. Factors Affecting Managerial Effectiveness equip their capabilities 4) Manager’s Experience: It was found that there was some relationship between experience, technical skills and effectiveness. Probably, a manager with more years of experience will acquire more technical skills and become more effective. Conversely, the manager with less experience will not possess the technical skills to be effective 5) Manager’s Personality: Research found that the managers who were categorized as the ESTJ personality type were also defined as effective. The ESTJ type is described as follows: a)Extroversion(E) - extravert is high on sociability, talkativeness, energy and assertiveness. When an extravert is in a group, he or she meets and greets everyone with enthusiasm, not reserve or intimidation Extraverts tend to enjoy human interactions and to be enthusiastic, b) Sensation(S)- a state of excitement or something that is exciting and lively. c) Thinking(T)- the action of using your mind to produce ideas, decisions, memories, etc. : the activity of thinking about something d) Judging(J) - to form an opinion about (something or someone) after careful thought