MANAGERIAL BEHAVIOUR AND EFFECTIVENESS

 The behaviour of the manager affects himself and also the organization.
 To be a role model.
Who is a manager?
Why his/her behaviour is important?
What he/she should have? (effectiveness & effeciency)?

 Who is manager?
The manager is one who manages himself/herself and his/her capable of
managing others for the accomplishment of the organization’s goals.

 What is his/her behaviour?

Behaviour is the conduct of a person. It means conduct bearing manners.
 What is efficiency?
It is concerned with doing things right and relates to inputs what the manager puts
in.

 What is effectiveness?
It is concerned with doing things right and relates to outputs what the manager
actually achieves.

Descriptive job of managers

The activities of a real manager.

Descriptive categories of Real manager

Managerial job. Activities

1.Exchanging info
communication
2.Paper work

3.planning
4.Decision making
5.Controlling Traditional management

6.Interacting with
Outsiders. Networking
7.Socialising &
Politicising.
 8.Motivating/Reinforcing
Discipline/Punishing.
Managing conflict.
HR Management
Staffing.
Training & Development

Purpose and need for a manager

Or
Why organizations need managers?
Henry Mintzberg suggests six basic purposes of the managers. They are

1. To ensure the org. Serve its basic purposes and the efficient production of goods and
services.
2. To design and maintain the stability of the operations of the org.
3. To take change of strategy making & adapt the org is a controlled way to change in its
environment.
4. To ensure the org serves the ends of those people who control it.
5. To serve as the key informational link between the org and the environment.
6. And as formal authority to operate the org status systems. (It is a legal requirement
answerable to the govt, people.)

Descriptive dimensions of managerial job

1. Gathering info, analysis & problem solving:-

 Monitors info & uses it to identify symptoms, problems and alternative solutions
 To make timely decisions.
 Takes calculated risk & anticipated consequences.
2. Planning & organising the projects:-
 Develops plans & schedules to achieve goals efficiently.
 Assigns priority to task and delegate responsibility.
 Obtains and organises necessary resources to accomplish the task.
3. Time management:-
 Handles several issues and projects at one time but doesn’t spread self and to thin.
 Monitors and keeps the schedule and changes of schedule if needed.
 Works effectively under time pressure.
4. Budgeting & financial management:-
 Understands budget, cash flows, financial reports & annual reports and regularly
uses such reports to take decisions.
 Keeps accurate and complete financial records & create budgetary guidelines for
others.
 Relationship Behaviour Dimensions (RBD)

RBD Behavioural Indicators

1. Giving support Provides support & encouragement

2. Communicating
Involves people in give & take discussion abt work

Work activities.

Facilitates people interactions with others, seeks

3. Facilitating interactions
out & listen to people’s options & concerns.

4. Providing feedback Provides feedback on people’s accomplishments.

TORO Task oriented, Relationship Oriented.

TASK oriented behaviour dimension

Task Behaviour dimensions Behaviour Indicators

1. Goal setting Specifies the goal people have to accomplish.

2. Organising
Organises the work situation for people.

3. Setting time lines Set time lines for people

4. Directing
Provides specific directions.

5. controlling
Specifies & requires regular reporting on
progress
 3D Model of managerial behaviour

INTRODUCTION:- how ever effectiveness is measured managers are only likely to be effective if they
adopt the most appropriate style of behaviour.

Task orientation:- It is the extent to which the manager directs both personal and subordinate
efforts through planning, organising and control.

Relationship orientation:-

 Is dependent upon the manager’s personal job relationship.

 This is characterised by consideration for subordinate’s feelings, emotions, sentiments,
mutual trust and encouragement.

Eight styles of managerial behaviour

1. Beauracratic:- a low concern for both task and relationship. The style is seen as been more
interested in rules, regulations, policies, & procedures to control the situation.
2. Benevolent:- a high concern for task and low concern for relationship. Managers adopting
this style know what they want and how to achieve without any resentment.
3. Developer:- High concern for relationship and low concern for task. The manager adopting
this style is seen as having implicit trust in people and concerned mainly in developing them as
individuals.
4. Executive concept:- high concern for both relationship and task. The manager adopting to
this style is seen as a good motivator, sets high standards, treats people as individuals and favour
good team management work collectively as a group.
5. Desester :- Low concern for task and relationship. In a situation where such a behaviour is
inappropriate. The managers lack involvement and is passive or negative.
6. Autocratic:- High concern for task & low for relationship. In such a situation where such
behaviour is not appropriate the manager is seen as lacking confidence in other unpleasant and
interested only in task at hand.
7. Missionary:- High concern for relationship and low concern for task. Such behaviour is
inappropriate the manager is seen as mainly interested in preserving harmony.
8. Compromiser:- High concern for both task and relationship. In a situation requiring high
concern for neither or for only one orientation. This manager is seen as a poor decision maker to
easily influenced by pressure of the situation and as avoiding immediate pressures and problems
at the expense of the long term profit.
Managerial effectiveness cannot be measured simply in terms of achieving production or
achieving relationship with other people. Manager must be able to adapt to the situation.
 Advantages of time management

Enough Time

Review Motivation

Success Confidence
Advantages of
Satisfaction Efficiency
Times
Recognition Management Effectiveness

Balance Less Stress

Flexibility Calmness
Energy

Key to successful time management

Organising

Planning
Key

Avoiding squandeys To

Successful

Time building Time

management
delegation