Managerial Effectiveness


In WHICH form? WHAT is to be done? STRUCTURE Vision/Mission SYSTEM PEOPLE WHO? PROCESSES HOW vision/mission would be achieved? . and personal care with brands that help people feel good.ORGANIZATION Unilever's mission is to add Vitality to life. hygiene. We meet everyday needs for nutrition. look good and get more out of life.




Organization • An organism… • Continuously interacting with environment within and outside… • Evolving with time… • Moving towards a predefined objective! .

• Tata Nano •Bharti-Walmart •IT Companies EXTERNAL ENVIRONMENT •Pagers •Desktops •Landline Phones •Scooters •Google TECHNOLOGY •TATA Sons •Google •Satyam •Enron ORG. STRUCTURE & PROCESSES Organizational Effectiveness •Infosys •TATA PEOPLE .

Is Organizational Effectiveness = Managerial Effectiveness? • Can an organization be effective even when its managers are not effective? • In similar circumstances for organizations. does managerial effectiveness play any role? .

GE): 4 lakh employees in 1980 to 2.Managerial Effectiveness • • • • Develop right systems/structures/processes Develop. Achieving RESULTS is more important than ACTIVITIES 2. train and retain right talent Keep them motivated to achieve goals Help systems and people adapt to changes Remember Lagaan or Chak De India? Only Paranoids Survive – Andrew Groove (Intel) Jackwelch (Ex-CEO. Achieving RESULTS specific to one’s position at hierarchy is what is expected It is about doing right things rather than doing things right .99 lakh in 1985 1.

EFFECTIVENESS = Meeting “appropriate goals” Appropriate Goals… • Change with role (being a subordinate and superior at the same time) • Understanding the expectation out of each role • Change outlook towards following parameters: TIME Present to Future FOCUS (source of problem) NATURE OF PROBLEM HANDLING NATURE OF INTERVENTION Internal to External Operational to Strategic Personal to System Let’s do some ROLE SET EXERCISE! .

they record what they believe this person or group wants needs and expects from them. Round this. . they draw all the individuals or groups with whom they interact to do their daily job. The person describing their Role Set draws themselves in the middle of a flip chart sheet.ROLE SET ANALYSIS: Guidelines 1. Beside each person or group they have identified. Other group members question the expectations or challenge the assumptions the person has made. Result: It is probably that the exercise will indicate areas where there is conflict between what people expect and what can be provided. 3. They share their analysis with the group. 2.

TASK – ACTIVITY – ROLE – JOB Task: Smallest unit of work done by an individual Activity: Logical Sequence of a few tasks leading to some expected outcome Role: Pattern of activities for which a person is responsible for that keeps changing as a person moves vertically or horizontally Job: Clearly defined collection of roles .

TQM. Diversity . motivate and work with others Ability to analyze and diagnose the complex situation • PARADIGM SHIFT: Globalization. Information Technology.Changes in the Role of Manager • SKILL CHANGE: Technical  Behavioral  Conceptual Ability to apply expertise Ability to understand.

Shift in Manager’s Role OLD MANAGER NEW MANAGER • Thinks of self as a manager or boss • Follows the chain of command • Works within a organizational structure set of • Thinks of self as a sponsor. or internal consultant • Deals with anyone necessary to get the job done • Changes org.nal structure response to market change in • Makes most decisions himself • Hoards Information • Tries to master one major discipline.Shares Information • Tries to master a broad array of managerial competence • Demands long hours • Demands results . such as marketing or finance • Invites others to join in decisionmaking . team leader.

What did they do?: Henry Mintzberg PLANNING ORGANIZING INTERPERSONAL • Figure Head • Leader • Liaison INFORMATIONAL • Monitor • Disseminator • Spokes Person DECISIONAL • Entrepreneur • Disturbance handler • Resource Allocator • Negotiator LEADING CONTROLLING .

external board work Leader Liaison . Within & without Handles ceremonies. Performs all managerial activities Mailing.Interpersonal Roles Figure Head • Symbolic • Performs routine duties. status or social in nature • Motivates • Directs Networking for favors & info.

policies. Passes on info down and up the org. results . Internal & external information for receiving Info. Disseminator Spokes Person • Represents org. contacts • Shares plans.Informational Roles Monitor • Receives Information Mailing • Serves as a center for contacting people/org. to outsiders Attends board meetings. • Acts as a conduit to information • Receives info from outside or subordinates to pass on to the mgt. outsiders.

for negotiations . / environ. authorizing. For opportunities. Scheduling. initiates projects for change Holds strategic/ review sessions for initiating or designing improvement projects Holds meetings to solve issues etc.Decisional Roles Entrepreneur Searches org. budgeting Handles contract negotiations Disturbance handler Resource Allocator Negotiator Corrective actions when important or unexpected disturbances Decides for allocation of resources Represents Org.


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