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AND EFFECTIVENESS
UNIT – I
1. DEFINING THE MANAGERIAL JOB
1.1. Descriptive Dimensions of Managerial Jobs
1.2. Methods
1.3. Model
1.4. Time Dimensions in Managerial Jobs
1.5. Effective and Ineffective Job behavior
1.6. Functional and level differences in Managerial
Job behavior.
INTRODUCTION
• The manager is one who manages
himself/herself and is capable of
managing others for the accomplishment
of the organizational goals.
3. Time management
I II
Activities: Activities:
Crises Prevention
Important
III IV
Activities: Activities:
Not Important
Interruption Trivia
Some Phone calls Some mail
Some mail Some phone calls – Time
Some meetings Wasters
Popular activities Pleasure activities
SOME OF THE TIME WASTERS
Internal time wasters:
• Poor communication-written and verbal
• Procrastination
• Inability to say ‘No’
• Poor prioritizing
• Inadequate planning
• Failure to delegate
• Line Managers:
– Responsible for major work activities that
contribute to production or service.
• Staff Managers:
– Responsible for specialized services in support of
line managers
MODELS OF JOB BEHAVIOUR
• Heuristic Model: Indicates how the various managerial characteristics and
resourcefulness acting as inputs is being transformed into outputs through a
transformation process.
Organisation Environment
• Manager as a Developer
Subordinates share managerial and task responsibility.
Crisis management is possible.
New opportunities can be assessed easily
Knowledge and expertise sharing becomes possible.
Creates opportunities for personal learning.
•
UNIT II
IDENTIFYING MANAGERIAL TALENT
• Interviews
2. Sources of Recruitment:
3. Contacting Sources:
• Objective Factor Theory: Evaluating based on characteristics of
employment offers, such as, financial compensation and
benefits, opportunities for advertisement, nature of work,
location etc.
Placement Step 7
Interview Step 3
Lectures
Discussion Method
Demonstration
Simulation
Case Study
Role plays
Brain storming
Field Trip
METHODS OF TRAINING
EVALUATION
• Post-training performance evaluation.
• Pre- training performance evaluation.
• Attitudinal change.
• Test scores.
• Improvement in production or methods of
problem solving.
REWARDS
Objectives of Reward Management
• Support the organisation’s strategy
• Recruit & retain
• Motivate employees
• Internal & external equity
• Strengthen psychological contract
• Financially sustainable
• Comply with legislation
• Efficiently administered
TYPES OF REWARD
• Extrinsic rewards: concrete rewards that employee
receive.
– Bonuses
– Salary raise
– Gifts
– Promotion
– Other kinds of tangible rewards
Theory
e) X And Y Theory
a) MASLOW’S HIERARCHY OF NEEDS
b) ALDERFER'S ERG THEORY
• Growth needs: Development of
competence and realization of
potential
Assumptions:
– There is no hierarchy of needs
– Needs are learned, not instinctive
– Needs are never completely satisfied
• (N Ach) Achievement
• (N Aff) Affiliation
• (N Aut) Autonomy
• (N Pow) Power (Dominance)
d) HERZBERG’S TWO FACTOR THEORY
• Valence is the strength of the reward or punishment that will result from the
performance.
c) GOAL SETTING THEORY
• S – Specific
• M – Measurable
• A – Achievable
• R – Realistic
• T – Time Bound
3. REINFORCEMENT THEORIES
• Reinforcement theory of motivation was
proposed by BF Skinner.
• It is based on “law of effect”.
a) Behaviour Modification
• Positive Reinforcement- Ex: Immediately praising an employee for coming
early for job.
• Negative Reinforcement- Ex: A child cleans his or her room, and this
behavior is followed by the parent stopping “nagging”.
• Extinction: Weakening a behavior. Ex: Getting no goodies when do a
behavior, they stop doing it.
• Punishment: Example: Having your pay docked for lateness.
3. REINFORCEMENT THEORIES
b) Learning Theory
• Learning is a relatively permanent change in
behavior or potential behavior that results from
direct or indirect experience.
Key points:
• Changes in behavior
• Long-lasting effects
• Affects potential and actual behavior
• Caused by direct or indirect experience
METHODS OF PERFORMANCE APPRAISAL
• Ranking method
• Graphic scale rating method
• Forced choice method
• Essay appraisal method
• Paired comparison method
• Field review method
• Critical incidents method
• MBO method
BALANCE SCORECARD
• Skills obsolescence
– continuous learning
• Learning Behaviour
• Resilence
• Business Knowledge
MODELS OF MANAGERIAL EFFECTIVENESS
• Campbell, Dunnette, Lawler and Welek proposed PPP
Model
Organisation Environment
• Problem Awareness
• Problem Definition
• Decision Making
• Action Plan Implementation
• Follow – Through
• Take Corrective Actions
MEASURING MANAGERIAL EFFECTIVENESS
• Supervisor’s Ratings
• Subordinate’s Ratings
1. Developing Initiative
Drive: High motivation for work
resolved.
• Mentoring
• Feedback
• Counseling
• Discipline
UNIT - IV
ENVIRONMENTAL ISSUES IN
MANAGERIAL
EFFECTIVENESS
ENVIRONMENTAL ISSUES IN
MANAGERIAL EFFECTIVENESS
• Changes in Social Environment
• Information Technology:
– Electronic equipment to collect and process
data
– Simulation of higher order thinking
Changes in Political Environment
• Greater government interfaces to safeguard
the interest of workers, consumers & public.
• Facilitates Administration
• Planning
• Communication
• Ensures Co-ordination
• Motivate Personnel
• Technological Improvements
• Facilitates Growth
ORGANISATION AS A PROCESS
• Division of work
• Grouping of activities
• Assignment of duties
• Delegation of authority
• Defining relationship
ORGANIZATIONAL CLIMATE
procedures.
reciprocity.
• Autocratic
• Laissez – Faire
• Democratic
• Benevolent Autocrat
OHIO STATE UNIVERSITY STUDIES
• Initiating Structure
• Consideration
• Relationship-oriented or considerate:
Leader tries to achieve good interpersonal
relations with the subordinates.
HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP
LEADERSHIP PARTICIPATION
Leadership Styles
• Decide: Leader makes the decision alone and either announces or sells it to
the group.
• Consult Individually: Leader presents the problem to group members
individually and get their suggestions.
• Consult Group: Leader presents the problem to group in a meeting and
then makes a decision.
• Facilitate: Leader presents the group about the problem and the
boundaries within which a decision should be made.
• Delegate: Leader permits the group to make the decision within prescribed
limits.
TANNENBAUM AND SCHMIDT’S SITUATIONAL
CONTINUUM
PATH GOAL THEORY
The theory states that a leader's behavior is
dependent to the satisfaction, motivation and
performance of her or his subordinates.
REDDIN’S THREE DIMENSIONAL MODEL
Less Effective More Effective
Basic Style
Managerial Style Managerial Style
• Domestic economy
• Internationalization
• Government
• Finance
• Infrastructure
• Management
• Science and technology
• Quality of people
MANAGERIAL STYLES
• Democratic Style
• Affliative Style
• Pacesetting Style
• Authoritative Style
• Coercive Style
• Coaching Style
UNIT V
DEVELOPING THE WINNING EDGE
Self Development
Negotiation Skill
Knowledge Management
Skills Required
Attitude
Personal Skill
Knowledge on Problem
Defining Outcome
Framing & Reframing
NEGOTIATION PROCESS
• Integrative Bargaining
Interest Based / Collaborative / Win-Win
A negotiation strategy in which parties
collaborate to find a win-win solution to a
problem
ISSUES IN NEGOTIATION
• Biases in Decision Making
• Personality Traits
• Cultural Differences
• Third party Negotiation
Mediator: Mutually Satisfy & Strengthen Relationship
Arbitrator: Authority to dictate an outcome. Advantage is that
negotiations they are involved in always results in a settlement.
Conciliator: Someone acting only as a communication medium.
Consultant: Facilitate problem solving through communication
& analysis.
KNOWLEDGE MANAGEMENT
• KM comprise a wide range of strategy and
practices used in an organisation to create,
identify, store, share and application of
knowledge and experience.
Components of KM
Technology Component
Organisation Component
People Component
DRIVERS OF KM
Technology Drivers
Process Drivers
Knowledge Related
Organisation Drivers
Financial Drivers
KM PROCESS
• Knowledge Creation
• Knowledge Storage
• Knowledge Sharing
• Knowledge Sharing
Knowledge Conversion Process
• Tacit to Tacit - Socialization
• Tacit to Explicit - Externalization
• Explicit to Tacit - Internalization
• Explicit to Explicit - Communication
DIFFICULTIES IN KM
1. Justification of investment in KM
2. Support from Senior Management
3. Overcoming Cultural Hurdles
4. Encouraging Employees to use and share
knowledge
5. Confidentiality Issues
6. Collection & Storage of Wrong Information
7. Measure
8. KM system is not a static system
CREATIVITY
1. Unexpected Outcomes
2. Incongruities (Unsuitable)
3. Process Needs
4. Industry & Market Change
5. Demographic Change
6. Perceptual Changes
7. Knowledge Based Concepts
FACTORS INFLUENCING
INNOVATION & CREATIVITY