MANAGERIAL

EFFECTIVENESS

Organizational Effectiveness
Organizational effectiveness is determined
by four factors: External Environment,
Technology, Organization Structure &
Processes and People size, competence
and motivation.
Yet
in
similar
circumstances

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organizations produce different kinds of
performance. The difference is attributed
to the Managerial Effectiveness which
includes the following:

Managerial Effectiveness

One
of
the
important
inputs
for
organizational effectiveness is ME.
It is the extent to which a manager
achieves results appropriate to his position
Defined in terms of the outputs rather than
input. By what a manager achieves
than
what he does.
What makes a manager effective is
inconclusive. Yet there are three important
attributes common
to all managerial role
irrespective or hierarchy and types of
organization they belong to.
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Managerial Effectiveness

Three factors with which a manager is

expected to make significant contributions
to the performance of organizations are:
i. An overview of the organization
ii. Nature of Accountability
ii. Exercise of Discretion

Who is a Manager?

Managers are those

Those who are responsible for attaining the
organizational goal
Those who oversee the activities of others and
get things done.
Those who are at communication &
coordination
point to translate the policies
down the line, communicate
upward
to
evolve suitable policies for the people and
the organization as a whole

They have their own Basic functions

Basic Functions of a Manager

Henry Fayol 1916 Planning, Organizing,
Commanding, Coordinating & Controlling
Now condensed to Four basic ones.
Planning
Organizing
Leading
Controlling

ROLES OF A MANAGER
Henry Mintzberg (1973) a graduate
student at MIT in late 1960 studied 5
executives What Did They Do?
Concluded: managers play 10 different
highly interrelated roles or exhibit sets of
behaviours attributed to their jobs.
These 10 roles have been grouped under
Interpersonal Relationship, Transfer of
Information, & Decision Making.

ROLES OF A MANAGER

Interpersonal Role Includes:

Figure Head

Symbolic, performs
routine duties- legal or
social in nature

Handles
ceremonies, status
request.

Leader

Motivates, directs

Performs all
managerial
activities

Liaison

Networking for favors &

info. Within & without

Mailing, external
board work

ROLES OF A MANAGER

Informational Role Includes

Monitor

Receives Info. Serves as

a center for Internal &
external info. Of the
org.- through reading
Magazines, papers etc.
Disseminator
Acts as a conduit to info.
receives info from
outside or subordinates
to pass on to the mgt.
Spokes Person Represents org. to
outsiders; shares plans,
policies, results; Expert

Mailing, contacting
people/org. for
receiving Info.

Passes on info
down and up the
org.
Attends board
meetings, contacts
outsiders.
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ROLES OF A MANAGER

Decisional Role Includes

Entrepreneur

Searches org. / environ. For

opportunities; initiates
projects for change

Holds strategic/ review

sessions for initiating or
designing improvement
projects

Disturbance
handler

Corrective actions when

important or unexpected
disturbances

Holds meetings to solve

issues etc.

Resource
Allocator

Decides for allocation of

resources

Scheduling,
authorizing, budgeting

Negotiator

Represents Org. for

negotiations

Handles contract
negotiations.
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SKILLS CHANGE

Recognition of change of thrust in managerial

role should also be accompanied with acquisition
of skills appropriate to new role (Skills are another way
of considering what managers do and the competencies they need to
successfully achieve their goals).

Robert Katz

(1974).Skills of an Effective Administrator. Harvard Business

identified 3 essential skills:

Technical the ability to apply specialized
knowledge/ expertise; Human Relations
the ability to understand, motivate & work with
others; Conceptual the mental ability to
analyze & diagnose complex situations. (Decision
making)
Review. Sep. Oct., pp. 90 102

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PARADIGM SHIFT

Paradigm (GK) Paradeigma model, pattern; a

way of thinking/ a scheme for understanding
reality (first introduced by Thomas Khun -1970)
A Paradigm

Establishes the rules (written/unwritten)

Defines the boundaries (within no boundaries)
Tells/ informs one how to behave within the
boundaries to be successful

What really impacts on the paradigm shift are

internationalization, Information Technology, Total
Quality,& Diversity.
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PARADIGM SHIFT

Paradigm EFFECT
A situation arises in which those in the
existing paradigm may not even see the
changes that are occurring, let alone
reason & draw logical inferences &
perceptions about the changes.
This effect helps us explain why there are
resistances to change & why it is very
difficult to move from the old org/mgt to
the new.
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PARADIGM SHIFT & DIMENSIONS

SOCRATIC MANAGER
OPEN MANAGER
RADICAL MANAGER
RENAISSANCE MANAGER
SCAVENGER MANAGER
HUMANE MANAGER

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