Managerial Effectiveness

SESSION II

ORGANIZATION
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life.

In WHICH form?

WHAT is to be done?

STRUCTURE

Vision/Mission

SYSTEM

PEOPLE

WHO?

PROCESSES

HOW vision/mission would be achieved?

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?

Managerial Effectiveness
Develop right systems/structures/processes Develop, 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, GE): 4 lakh employees in 1980 to 2.99 lakh in 1985
1. Achieving RESULTS is more important than ACTIVITIES 2. Achieving RESULTS specific to ones position at hierarchy is what is expected

It is about doing right things rather than doing things right

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

Lets do some ROLE SET EXERCISE!

ROLE SET ANALYSIS: Guidelines

1. The person describing their Role Set draws themselves in the middle of a flip chart sheet. Round this, they draw all the individuals or groups with whom they interact to do their daily job. 2. Beside each person or group they have identified, they record what they believe this person or group wants needs and expects from them. They share their analysis with the group. 3. 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.

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

Changes in the Role of Manager

SKILL CHANGE: Technical Behavioral Conceptual
Ability to apply expertise Ability to understand, motivate and work with others Ability to analyze and diagnose the complex situation

PARADIGM SHIFT: Globalization, Information Technology, TQM, Diversity

Shift in Managers 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, team leader, 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, such as marketing or finance

Invites others to join in decisionmaking - Shares Information Tries to master a broad array of managerial competence

Demands long hours

Demands results

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

Interpersonal Roles
Figure Head Symbolic Performs routine duties- legal or social in nature Motivates Directs
Networking for favors & info. Within & without

Handles ceremonies, status request.

Performs all managerial activities Mailing, external board work

Leader

Liaison

Informational Roles
Monitor Receives Information Mailing Serves as a center for contacting people/org. Internal & external information for receiving Info. Acts as a conduit to information Receives info from outside or subordinates to pass on to the mgt. Passes on info down and up the org.

Disseminator

Spokes Person Represents org. to outsiders Attends board meetings, contacts Shares plans, policies, outsiders. results

Decisional Roles
Entrepreneur Searches org. / environ. For opportunities; initiates projects for change Holds strategic/ review sessions for initiating or designing improvement projects Holds meetings to solve issues etc. Scheduling, authorizing, budgeting Handles contract negotiations

Disturbance handler Resource Allocator Negotiator

Corrective actions when important or unexpected disturbances Decides for allocation of resources Represents Org. for negotiations

THANKS FOR LISTENING