Managerial Effectiveness Public Vs Private

Managerial effectiveness public Vs private sector 09919103909
Executive Summary
Today, it is the growth that makes one person stay at the company. The
opportunity and challenges is what keeps a person satisfied and charmed with his
job and Companies have understood this fact and therefore are forming policies
and procedures to develop their employees. Executive development Program
(EDP) is one such program. With Human resource making a move from a welfare
department to a strategic partner, more and more companies are undertaking this
program Executive development is an attempt to promote managerial performance
by imparting knowledge, changing attitudes and increasing skills of managers
Managerial effectiveness is a leader’s ability to achieve desired results. How well

he applies his skills and abilities in guiding and directing others determines
whether he can meet those results effectively. If he can, his achievements are
poised to help the organization gain a competitive edge against rival organizations
heading into the future.
A manager has a combination of technical, people and conceptual skills that can
make him an effective leader, according to theoretical models of leadership.
Technical skills include specialized training, skilled performance of specific tasks,

expertise in a specific field or industry and the ability to apply specialized
knowledge to tasks and objectives.
People skills include the ability to work well with others, motivate workers,
resolve conflicts, delegate roles and communicate objectives clearly.
Gitaratan International Business School Page 1

Conceptual skills are broader and more self-actualized. They include the ability to
see the organization in the context of its industry, the ability to understand how
each part of the organization functions as a whole, the ability to visualize a future
course of action based on current organizational and industry trends, the ability to
analyze and diagnose complex situations and the ability to understand the
interrelationships at work in the organization.
Usefulness of the study is that it would help in knowing the managerial traits well.
This study helps to understand, analyze & apply the core concepts of role of a
manager in an organization.

CHAPTERISATION SCHEME
S No. TOPIC
1 Acknowledgement
2 Certificate
3 Executive Summary
4 Chapter One-
• Introduction
• Objective
• Scope
5 Chapter three - companies profile
6 Chapter four- literature review
7 Chapter five - research methodology
8 Chapter six - data interpretation
9 Chapter seven conclusion and

recommendations
10 References
11 Questionnaire
12 annexure
13

Chapter no-1
INTRODUCTION
INTRODUCTION

It is the responsibility of manager to manage and to achieve results through the

utilization of human resources and the efforts of other people. The way in which
managers exercise their responsibilities and duties is important. Consideration
must be successful if they adopt certain basic managerial philosophies and an style
of behavior. Attention must be given to managerial performance and effectiveness.
Effectiveness has few alternatives in defining doing the right. Effective manager
again has limited qualifiers beyond its conventional understanding in business and
management functioning. Most people admire an ‘effective manager’, many people
believe they can recognize one when they meet one, and many managers
undoubtedly strive to be effective. Despite these everyday experiences, the fact
remains that an enormous amount and range of definitions of the term have been
offered and now there is no widespread acceptance by either managers or
academics of a best way to define or to measure managerial effectiveness.
MANAGERIAL ROLES
Changes in education, in both the specific sense of training directed toward helping
managers to be effective and education in the broadest sense of the term should
produce people better prepared and better skilled to perform the tasks of the
management. The physical environment within which the manager performs and
the psychological environment within which he experiences pressures or influences
to perform one way rather than another, seem likely to change.
We require preparing as accurate a picture as possible, of the managerial job of the

future. A clear idea of the job for which employees are being trained should also
encourage them to acquire the attributes necessary to do that job well. In fact, there
are likely to be major changes in the managerial job because of major changes in
the environment.
PERFORMANCE MANAGEMENT SYSTEM
Since there is almost universal acceptance of the difficulty of defining

effectiveness, it is definitely of direct interest to study how managers appraise the
performance of themselves and others.
Very few managers are autonomous either in the sense of planning their own jobs
or, more especially and almost universally, evaluate the performance of the tasks
that they have planned. Managerial performance is not something that can be
achieved by one person alone. However, the recognition that managerial
performance can only be achieved through the co-operation, understanding and
agreement of the working group raises real questions about the traditional methods
that have been used to appraise individual manager’s performance. The need for a
performance management system integrating the organizational variables to
performance becomes essential for measuring effectiveness. More importantly
individuals effectiveness is increasingly dependent on the team effectiveness. This
makes the task several times more complicated for reaching parameters for
evaluating effectiveness and thereafter its evaluation and appraisal.
DIVERSITY OF MANAGERIAL JOB PERFORMANCE
The fact that ostensibly similar jobs are performed in a wide variety of different
ways does not mean that every individual has the freedom of choice to place any

particular form of interpretation upon a loose job description. A job is not carried
out in isolation from the group around it.
The question on appraisal is – Do we wish to appraise against some kind of

average, mean or motional job performance? Or do we wish to appraise the way in
which an individual within his working group performs the job he has agreed with
them"
Given the diversity of interpretation of job descriptions there must be something

inherently deficient in the Job Descriptions themselves.
If individuals can perform jobs of vastly different total sizes from the same job
description, we can have only the haziest/unclear notion of what constitutes a
reasonable managerial ‘job’s work’ of activity – Job evaluation.
In fact, a theme that evolves out of this question is on the manpower places and
designs of organizational structures.
How do organizations go about determining the diversion of managerial work and,

consequently, how many managers are needed. Conceptually, this can be
answered. The total ‘managerial task’ within an organization. And, if so, can it be
done with a precision that would then enable us to determine whether an
organization needed 45, 90 or 150 managers.

Chapter no- 2
Companies profile
Life Insurance Corporation of India (LIC)

The Life Insurance Corporation (LIC) was established about 44 years ago with a
view to provide an insurance cover against various risks in life. A monolith then,
the corporation, enjoyed a monopoly status and became synonymous with life
insurance.
Its main asset is its staff strength of 1.24 lakh employees and 2,048 branches and
over six lakh agency force.
LIC has hundred divisional offices and has established extensive training facilities
at all levels. At the apex, is the Management Development Institute, seven Zonal
Training Centers and 35 Sales Training Centers.
At the industry level, along with the Government and the GIC, it has helped
establish the National Insurance Academy. It presently transacts individual life
insurance businesses, group insurance businesses, social security schemes and
pensions, grants housing loans through its subsidiary; and markets savings and
investment products through its mutual fund. It pays off about Rs 6,000 crore
annually to 5.6 million policyholders.
The Life Insurance Corporation of India (LIC) is the largest life insurance
company in India and also the country's largest investor; it is fully owned by the
Government of India. It also funds close to 24.6% of the Indian Government's
expenses. It has assets estimated of 5 Trillion Rupees. It was founded in 1956.
Headquartered in Mumbai, which is considered the financial capital of India, the

Life Insurance Corporation of India currently has 8 zonal Offices and 101
divisional offices located in different parts of India, at least 2048 branches located
in different cities and towns of India along with satellite Offices attached to about

some 50 Branches, and has a network of around 1.2 million agents [1] for
soliciting life insurance business from the public,
History
The Oriental Life Insurance Company, the first corporate entity in India offering
life insurance coverage, was established in Calcutta in 1818 by Bipin Behari
Dasgupta and others. Europeans in India were its primary target market, and it
charged Indians heftier premiums. The Bombay Mutual Life Assurance Society,
formed in 1870, was the first native insurance provider. Other insurance companies
established in the pre-independence era included
* Bharat Insurance Company (1896)

* United India (1906)
* National Indian (1906)
* National Insurance (1906)
* Co-operative Assurance (1906)
* Hindustan Co-operatives (1907)
* Indian Mercantile
* General Assurance
* Swadeshi Life (later Bombay Life)
LIC is a dairy farmer owned, farm improvement company providing a diverse

range of products and services to the dairy, beef and deer industries both in New
Zealand and around the world.

Our origins, which date back to the early 1900s, lie in animal performance
management tailored to an innovative and wide range of products and services that
deliver profit to a wide range of livestock farmers.
Our vision is to be an essential partner on farm and in food supply chains through a
diverse range of products and services which includes:
• Beef, deer and dairy animal recording,

• Dairy herd testing and milk analysis laboratories,
• Farm automation solutions for beef and dairy,
• Industry statistics and trends,
• Animal health management,
• Traceability systems for beef, deer and dairy,
• On-farm consultancy service,
• Research and development,
• Progeny testing for the dairy and deer industries,
• DNA analysis across species – beef, dairy, goats and pigs, artificial breeding
for the beef, dairy and deer industries.
LIC’s head office is at Newstead in the Waikato with regional bases around New
Zealand, branches in Australia and Ireland plus agencies in South America, United
States, Asia and South Africa.
Our revenue is in excess of $110 million per annum and the company has
consistently delivered net surpluses that exceed our strategic objectives. The
majority of these surpluses are paid to our dairy farmer shareholders as dividends,
making LIC shares one of the highest yield shares on the NZ Stock Exchange.

LIC Core Values
INTEGRITY
Expressed by being:
• Ethical
• Honest
• Trustworthy
• Fair
• Responsible and accountable
• Responsive
• Reliable
CUSTOMER FOCUS
Expressed by the above, and by:
• Putting the client first

• Demonstrating empathy with farming
• Providing solutions to our farming clients
• Consistently providing a quality service
INNOVATION
Expressed through:
• Innovative solutions which add value to our clients’ businesses

• Consistently looking for better ways to do things
• A focus on quality and excellence in everything we do

TEAMWORK
Expressed through:
• Leadership
• Professionalism – consistently demonstrating standards of excellence
• Balancing work and home life
• Empathy and support for colleagues
Board of Directors
The LIC Board of Directors is comprised of ten directors; seven farmer, and three
independently appointed. Directors have all the powers necessary to manage, direct
and supervise the management, business and affairs of the company, except to the
extent that the Constitution or the Act (Dairy Industry Restructuring Act 2001),
expressly require those powers to be exercised by the Shareholders or by any other
person.
LIC has two levels of governance, Directors and Shareholder Councilors.

Qualification requirements are than each shall be a dairy farmer, a current user of
at least one of the company’s herd testing options and must submit at least 60% of
their herd for artificial breeding to semen marketed by LIC.
There are four designated regions represented by seven elected directors.
Directors are:
Northern - Murray Jagger
Midland - Stuart Bay, Ted Coats

Central - Steve Poole, Bryan Guy

Southern - Murray King, Alvin Reid
Directors serve a four year term with elections held on a rotational basis.
Shareholders within each region have one vote for each Co-operative control share
held in respect of qualifying products and services on the farm in that region. No
Shareholder can exercise or contrast more than 1% of the maximum number of
votes.
Three independent directors, whose appointment must be approved by the

Shareholder Council complete the LIC Board makeup.
Independent Directors are:

Jason Dale
Phil Lough
Jay Waldvogel
Max New York Life Insurance Company Ltd.
One of the most admired private life insurance companies in India, Max New
York Life Insurance Company Ltd.
[Tagline: ‘Your Partner for Life'] is a joint venture between Max India Limited ,
a multi-business corporation in India, and New York Life , a US-based Fortune
100 insurance company. The company offers 22 life insurance and 8 riders
products which can be customized to over 400 combinations to satisfy diversified
customer needs. Currently, the captain of the Indian current cricket team, Rahul
Dravid is the brand ambassador of Max New York Life.
Max New York Life Insurance Company, established in 2000, is one of the most
admired private insurance company. Max New York is a joint venture between
Max India – India’s multi business corporate and New York Life International –
New York Life, US based Insurance Company. Max New York Life is the first life
insurance company to be awarded 9001:2000 ISO certification.
Product Portfolio:
Max New York has variety of products covering Child Plans, Retirement Plans,
Health Plans and savings & investment plans.
Retirement Plan: The cost of living is experiencing fast steady rise which makes
retirement plan an important financial decision. Better known as Pension plan, this
plan takes care of financial needs after retirement by investing a part of your
savings for limited period. Pension plan provides steady income after retirement
and takes care of daily needs. The pension plan offered by Max New York Life is
Life Partner Plus.
Child Plan: Parenthood brings happy times as well as responsibilities. Child Plan
is a plan specifically designed to take care of financial needs of your child. Child
plan provides with necessary funds that will take care of child’s education,
marriage etc. By investing small portion of your savings you secure the financial

end of your child. Child plans of Max New York Life are called Life Shiksha Plus
II and Life Smart Bond.
Term Plan: A risk plan which provides comprehensive cover for your family in
the unfortunate event of untimely demise. A term life insurance plan provides good
cover at relatively nominal cost and has no survival benefits. Max New York Life
term plans are Platinum Protect and Lifeline Safety Net.
Investment Plan: Popularly known as ULIP, an investment plan invests part of

your savings in equity or debt market as per your preference. The objective of
investment plan is to give you returns which easily beat the rising costs since the
usual returns in a bank are extremely low. ULIP’s offered by Max New York Life
are Max New York Life Shubh Invest, Whole Life (Par), 20 year Endowment
(Par), Endowment to Age 60 (Par), Life Gain Plus25 (Par), Life Pay Money Back,
Life Gain Endowment, Max New York Life Smart Bond, Max Mangal, Max
Vriksha and Bonus Builder. Max recently launched Flexi Fortune which offers
more flexibility in choosing Sum Assured and premium payment term.
Health Plan: Slightly different from health insurance, health plan provides cover
for surgery costs, critical illness. A lump sum is paid irrespective of actual hospital
bill. Lifeline Medi Cash Plus, Lifeline Safety Net, Max New York Lifeline Healthy
Family and Lifeline Wellness Plus are Max New York’s health plan.
Distribution Network:
Max New York Life has multi-level distribution network with over 650 branches
and 70,000 agents.

Financial Information:
The total premium earned for the half year ended September 30, 2010 was Rs
26,653 million. The profit after tax for the same period is Rs 654 million.
Marketing Campaigns:
Max New York Life launched its initial campaigns focusing on the aspect of Max
heritage, “quality advice” and the expertise offered by Max financial consultants.
The recent campaign of Max New York Life revolved on the theme of “Karo
zyaada ka iraada” encouraging youngsters to be more ambitious with Max New
York being their partner. Max New York also was exclusive life insurance sponsor
with Indian Premier League (IPL) - biggest domestic cricket event for shorter
format of the game. Max New York also initiated long term parent-child nurturing
program (igenius.org) which has many events for children to participate in.

Chapter no- 3
LITERATURE REVIEW
Managerial effectiveness
A study by Proudfoot Consulting reported that –

Poor planning & inadequate management are still the key reasons for the majority
of time wasted globally in the workplace
Management development must be both iterative and reflective; it need not take
place in the ivory towers of academe, for it is the ability to reflect and to

demonstrate emotional intelligence which are the hallmark good leaders and
managers the concept of theoretical knowledge into practice must dominate in the
development of managers for the future the plea of innovation and creativity is not
limited to the future managers , but includes the education providers and
employers- they too must reflect on they are providing and supporting. They too
must distinguish between being efficient and effective. Failure to do so will render
management development as useful as tyrannosaurus rex, sharing the same decimal
end
Penelope hoop (2009)
Luthans makes the following distinction:

• Effective managers – defined in terms of the quantity & quality of
standards of performance & the satisfaction & commitment of subordinates
• Successful managers – defined operationally in terms of the speed of their
performance within the organisation
Assessing a manager’s effectiveness
A manager’s effectiveness can be assessed
using the following:
• The strength of motivation & the morale of staff

• The success of their training & development
• The creation of an organisational environment in which staff work willingly
& effectively
• Meeting important deadlines

• Accuracy of work
• Level of complaints
• Adherence to quality standards
• Productivity
• Adhering to budgets set

A manager skill gap exist when a manager find himself /herself in a position where
he/she does not have the requisite managerial knowledge or skill necessary to
perform at higher level. This skill gap is frequently exposed by rapid
organizational change, structural responsibility, all of which are common
occurrences in modern enterprises. This article chronicles the cost of the
managerial skill gap and provides the reader with the discussion of the causes and
cures, based on a decade of research with seasoned business leaders.
(Clinton o longenecker2010)
Adaptive Self-regulation: A Process View of Managerial Effectiveness
Anne S. Tsul
Universlty of Califonia
Susan J. Ashford
The University of Mzchigan
This article describes a set of processes involved in attaining managerial

effectiveness. These processes are components of an adaptive self-regulation
framework. They involve the active management of constituencies' role
expectations and performance opinions through standard-setting, discrepancy-
detection, and discrepancy-reduction. These processes serve to enhance
constituents' opinions of the manager's effectiveness. Several social and
contextual factors that either facilitate or inhabit managers’ self-regulation
efforts are identified and hypotheses to guide future empirical research are
offered.

Chapter no- 4
Research Methodology

Objectives of Study:
The objective of my study is to understand the managerial effectiveness of public

vs private sector (LIC vs. MAX NEW YORK LIFE)
1. To compare the managerial effectiveness of LIC and MAX NEW YORK LIFE
in India.
2. To find out the managerial effectiveness in LIC & MAX NEW YORK LIFE on
the basis of size, growth, productivity and efficiency.

Scope of Study:
The present study has useful implications for those organizations which have
uncertain working environment and are trying hard to encourage the worker’s
participation in decision making. It is also useful for business leaders, students, etc.
as it gives an idea about the recent trend of the current situation in similar
organization. This study has some relevant suggestions but it has some limitations
also. As the survey is only confined to Delhi Region, results may vary if research
is conducted in other parts of India. Also the study focuses on the response of
senior level management and does not consist the response of lower level
employees.

Research Methodology & Design:

The methodology represents the one’s method or way of collecting, grouping and
arranging the required data and information from different sources related to data.
Hypothesis Testing:
1.
H0 There is a significant difference in the managerial effectiveness in
Public sector (LIC) and Private sector (MNYL).
H1 – There no significant difference in the managerial effectiveness in

Public sector (LIC) and Private sector (MNYL).
2.
H0: Managers who have good communications skills, interpersonal skills
are more effective than managers who don’t have.
H1: Managers who don’t have good communications skills, interpersonal

skills are more effective than managers who have.
Type of research & significance of the study:
Type of research: Descriptive research has been adopted for the present
study.

Universe: All the INSURANCE COMPANIES in Delhi.
Population: All the employees of LIC and MAX NEW YORK LIFE.
Sampling frame: All the senior level executive working in LIC and MAX
NEW YOK LIFE
LIC=1000 (Barakhamba road CP), MAX NEW YORK

LIFE 100( Janakpuri)
Sample size: 100 respondents 60 from LIC and 40 from MAX NEW
YORK LIFE
Sampling Technique: Simple random sampling was adopted for the present
study and this sampling technique comes under
probability sampling.
Data Collection:
1. Primary Data:- Primary data will be collected through questionnaire. A sample

size of 100 respondents has been taken. A personal visit will be made to
organization to personally interact and to justify.
Questionnaire:- Standardized Questionnaire.
2. Secondary Data:- Through Journals, reports ,magazines, internets, newspapers
Hypothesis testing
T test is used for judging the significance of a sample mean or for judging the
significance difference between the means of two samples. In this study we have
two related samples. So paired T test is applied in this.
The two means and the corresponding standard deviations are calculated by using
the following equations (nA and nB are the number of measurements in data set A
and data set B, respectively):
Then, the pooled estimate of standard deviation sAB is calculated:
Finally, the statistic texp (experimental t value) is calculated:
texp value is compared with the critical (theoretical) tth value corresponding to the
given degree of freedom N (in the present case N = nA + nB − 2) and the
confidence level chosen. Tables of critical t values can be found in any book of
statistical analysis, as well as in many quantitative analysis textbooks. If texp>tth
then H0 is rejected else H0 is retained.
Calculations:
XA = 39.11667
x B = 38.725
SA = 3.094
SB = 3.7492

SAB =3.36
Finally, the statistic texp (experimental t value) is calculated:
texp = 2.79
Since texp value is compared with the critical (theoretical) tth value corresponding
to the given degree of freedom N (in the present case N = nA + nB − 2) i.e 98.
texp>tth then H0 is rejected. Therefore alternate hypothesis is accepted.
For hypothesis 2 we apply Z test:
Z = X - µH0
(SD/√n x[√ (N-n)/ (N-1)
SD = SQRT ∑(Xi – X)PWR 2
(n-1)
X = 19.58218

SD = 0.44
N =1000+100 = 1100
n = 100
Z = 0.909
As H0 is a two sided in the above study , so I shall be applying a two tailed test for
determining the rejection region at 5% level of significance.
R: |Z|>1.96
The observed value of Z is 0.909 which is in the acceptance region since R: |Z|
>1.96 and thus H0 is accepted.

CHAPTER-4
DATA ANALYSIS & INTERPRETATION

Work efficiency
Q (1) Managers should be able to perform the assigned work more effectively
Choice of No. of respondent in LIC No. of respondent in

respondents MNYL
Strongly disagree 1 2
Disagree 2 2
Undecided 3 3
Agree 47 28
Strongly agree 7 5
Total 60 40
Table-1
Graph -1
Interpretation:
47 respondent of LIC feel that their work efficiency increased while 7 respondent were strongly
agreed , 1 was stongly disagreed and 2 respondent were disagreed and 3 of them were
undecided.In MNYL 28 respondent feel that their work efficiency increased while 5 respondent

were strongly agreed , 2 was stongly disagreed and 2 respondent were disagreed and 3 of them
were undecided.
Q(2) Managers should be able to perform related task in a more systematic way

respondents MNYL
Disagree 1 2
Undecided 4 3
Agree 48 29
Strongly agree 6 5
Total 60 40
Table-2
Graph -2
Interpretation:
48 respondent of LIC feel that they are able to perform related task in a more systematic way
while 6 respondent were strongly agreed , 1 was stongly disagreed and 1 respondent were
disagreed and 4 of them were undecided.

In MNYL 29 respondent feel that they are able to perform related task in a more systematic way
while 5 respondent were strongly agreed , 2 was stongly disagreed and 2 respondent were
disagreed and 3 of them were undecided.
Motivation and morale
Q (3) Managers should feel motivated in performing tasks

respondents MNYL
Disagree 3 2
Undecided 3 4
Agree 45 25
Strongly agree 7 8
Total 60 40
Table-3
Graph -3
Interpretation:

45 respondent of LIC feel that their motivation and morale has increased while 7 respondent
were undecided.
In MNYL 25 respondent feel that their communication ability has increased while 8 respondent
were undecided.
Responsible attitude
Q(4) Managers should be capable of taking up higher responsibility.
Choice of No. of respondent in No. of respondent in

respondents
LIC MNYL
Disagree 2 2
Undecided 3 3
Agree 50 28
Strongly agree 4 5
Total 60 40
Table-4

Graph -4
Interpretation:
47 respondent LIC feel that their responsible attitude has developed while 7 respondent were
strongly agreed , 1 was stongly disagreed and 2 respondent were disagreed and 3 of them were
undecided.
In MNYL 28 respondent feel that their responsible attitude has developed while 8 respondent
were undecided.
Q (5) Managers should be able to delegate responsibility more effectively.

respondents
LIC MNYL
Disagree 2 3
Undecided 4 3
Agree 43 23
Strongly agree 10 9
Total 60 40
Table-5

Graph-5
Interpretation:
45 respondent of LIC feel that they are able to delegate responsibility more effectively after
providing executive development programme while 7 respondent were strongly agreed , 2 was
stongly disagreed and 3 respondent were disagreed and 3 of them were undecided.
In MNYL 25 respondent feel that they are able to delegate responsibility more effectively after
providing executive development programme while 8 respondent were strongly agreed , 1 was
stongly disagreed and 2 respondent were disagreed and 4 of them were undecided.
Q(6) Managers should have good problem solving skills.

respondents
MNYL
Disagree 3 3
Undecided 5 3
Agree 42 23
Strongly agree 8 9
Total 60 40

Table-6
Graph -6
Interpretation:
42 respondent of LIC feel that their Problem solving ability has increased while 8 respondent
were undecided.
In MNYL 23 respondent feel that their Problem solving ability has increased while 9
respondent were strongly agreed , 2 was stongly disagreed and 2 respondent were disagreed and
3 of them were undecided.
Confidence
Q(7) Managers should feel more confident with their subordinates

respondents
LIC MNYL

Disagree 2 3
Undecided 5 3
Agree 44 24
Strongly agree 8 9
Total 60 40
Table-7
Graph -7
Interpretation:
44 respondent of LIC feel that their Confidence while 8 respondent were strongly agreed , 2
was stongly disagreed and 2 respondent were disagreed and 6 of them were undecided.
In MNYL 24 respondent feel that their Confidence ability has increased while 9 respondent
were undecided.
Leadership qualities
Q (8) Manager should be a good leader


respondents
LIC MNYL
Disagree 1 1
Undecided 3 2
Agree 46 27
Strongly agree 9 9
Total 60 40
Table-8
Graph -8
Interpretation:
were undecided.
were undecided.
Analytical Ability
Q (9) Managers should have good analytical ability.


respondents
LIC MNYL
Disagree 2 2
Undecided 6 3
Agree 42 25
Strongly agree 8 8
Total 60 40
Table-9
Graph -9
Interpretation:
were undecided.
were undecided.
Interpersonal relationship
Q (10) Managers should have good Interpersonal relationship.


respondents
LIC MNYL
Disagree 3 3
Undecided 5 5
Agree 43 22
Strongly agree 6 8
Total 60 40
Table-10
Graph -10
Interpretation:
were undecided.
In Max New York Life 22 respondent feel that their communication ability has increased while 8
respondent were strongly agreed , 2 was stongly disagreed and 3 respondent were disagreed and
5 of them were undecided.
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Major Findings
1. Effective Managers makes optimum utilizations of Human Resources
2. Effective Managers are focused and they are always ready to face
challenges.
3. Effective Managers always welcome new ideas and they utilize these
ideas very innovatively.
4. Effective Managers have high analytical skills.

5. Effective Managers have good interpersonal and good communication

skills.
6. Managers are good leaders

Chapter 5
Conclusion and Recommendations

Conclusion
By doing this study I Conclude that managers are the backbone of the
organizations they take the organization to the top and help the organization to
grow. For this managers should posses following qualities:
• A managers should be focused and should have leadership qualities
• There should be some training programs in the organization in order to

enhance the qualities of the managers
• Managers should be able to manage their resources
• They should have good problem solving skills
• They should be self motivated
• They should be interactive.

Recommendations
In order to be effective an organization should have following:
• A training program should be conducted in the organization in order

to enhance the qualities of the managers.
• There should be full support to the employees of the organization so

that they keep themselves motivated.
• Managers should interact with the subordinates regularly in order to

solve their problem
• They should be open to new ideas and he should be innovative as

well.

REFERENCES
 Internet Site(s):
• www.lic.com
• www.maxnewyorklife.com
• http://epubs.scu.edu.au/cgi/viewcontent.cgi?article=1339&context=gcm_pubs
( last accessed 29 January)
• http://www.referenceforbusiness.com/encyclopedia/Ent-Fac/Executive-
Development.html (last accessed 2en February)
• http://leadershipdevelopmenttrends.com/about/( last accessed 19th February)
• http://www.executivedevelopment.com/Portals/0/docs/Leadership%20Effectiveness
%20Surveys.pdf/( last accessed 20th February)
 Research Paper(s):
• V.Van clieaf Mark (1995), “Executive Resource And Succession Planning”

American journal Management development vol 1, No 2, PP 47-56
• Tesluk e.Paul (2009), “Understanding Managerial Development: Integrated

Developmental Assignment, Learning, Orientation, And Access To Developmental

Opportunity In Predicting Managerial Competences” Academy Of Management

Journal vol 52, No 4, pp 731-734
• Klagge Jay (1997), “Leadership development needs of today’s organizational

managers” Leadership & Organization Development Journal Vol 47 , No 6 , pp
654-678
• Kakabadse Nada K (2009) , “ A dynamic theory of leadership development”

Leadership & Organization Development Journal Vol 18, No 7, pp 262-375
QUESTIONNAIRE
PART -1
Organizations
Gender Male/ female
Age in years (35- 40)
(40-45)
(45-50)
(50-55)
Years of experience: Below 8 years
9-15

15-20
20 years and above
Part – 2
Please enclose your choices:
1 Strongly disagree
2 Disagree
3 Undecided
4 Agree
5 Strongly agree
Work efficiency:
Q1 Managers should be able to perform the assigned work more effectively.
1 2 3 4 5
Q2 Managers should be able to perform related task in a more systematic way.
1 2 3 4 5

Motivation and morale
Q3 Managers should feel motivated in performing task .
1 2 3 4 5
Responsible attitude
Q4 Managers should be capable of taking up higher responsibility.
1 2 3 4 5
Q5 Managers should be able to delegate responsibility more effectively.
1 2 3 4 5
Q6 Managers should have good problem solving skills
1 2 3 4 5
Confidence
Q7 Managers should feel more confident among his subordinates.
1 2 3 4 5
Leadership qualities
Q8 Managers should have leadership qualities
1 2 3 4 5
Analytical Ability
Q9 Managers should have good analytical skills
1 2 3 4 5
Interpersonal relationship
Q10 Managers should have good interpersonal relationship.
1 2 3 4 5


Managerial Effectiveness Public Vs Private

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Managerial effectiveness public Vs private sector 09919103909

Managerial effectiveness is a leader’s ability to achieve desired results. How well

Technical skills include specialized training, skilled performance of specific tasks,

Gitaratan International Business School Page 1

Gitaratan International Business School Page 2

6 Chapter four- literature review

7 Chapter five - research methodology

8 Chapter six - data interpretation

9 Chapter seven conclusion and

Gitaratan International Business School Page 3

Gitaratan International Business School Page 4

It is the responsibility of manager to manage and to achieve results through the

We require preparing as accurate a picture as possible, of the managerial job of the

PERFORMANCE MANAGEMENT SYSTEM

Since there is almost universal acceptance of the difficulty of defining

DIVERSITY OF MANAGERIAL JOB PERFORMANCE

Gitaratan International Business School Page 6

The question on appraisal is – Do we wish to appraise against some kind of

Given the diversity of interpretation of job descriptions there must be something

How do organizations go about determining the diversion of managerial work and,

Gitaratan International Business School Page 7

Life Insurance Corporation of India (LIC)

Gitaratan International Business School Page 8

Headquartered in Mumbai, which is considered the financial capital of India, the

Gitaratan International Business School Page 9

* Bharat Insurance Company (1896)

LIC is a dairy farmer owned, farm improvement company providing a diverse

Gitaratan International Business School Page 10

• Beef, deer and dairy animal recording,

Gitaratan International Business School Page 11

LIC Core Values

• Putting the client first

• Innovative solutions which add value to our clients’ businesses

Gitaratan International Business School Page 12

LIC has two levels of governance, Directors and Shareholder Councilors.

There are four designated regions represented by seven elected directors.

Gitaratan International Business School Page 13

Central - Steve Poole, Bryan Guy

Three independent directors, whose appointment must be approved by the

Independent Directors are:

Max New York Life Insurance Company Ltd.

Gitaratan International Business School Page 15

Investment Plan: Popularly known as ULIP, an investment plan invests part of

Gitaratan International Business School Page 16

Gitaratan International Business School Page 17

A study by Proudfoot Consulting reported that –

Gitaratan International Business School Page 18

Penelope hoop (2009)

Luthans makes the following distinction:

• The strength of motivation & the morale of staff

Gitaratan International Business School Page 19

Gitaratan International Business School Page 20

Adaptive Self-regulation: A Process View of Managerial Effectiveness

The University of Mzchigan

This article describes a set of processes involved in attaining managerial

Gitaratan International Business School Page 21

Gitaratan International Business School Page 22

The objective of my study is to understand the managerial effectiveness of public

Gitaratan International Business School Page 23

Gitaratan International Business School Page 24

Research Methodology & Design:

H1 – There no significant difference in the managerial effectiveness in