Managerial Effectiveness_IIT_3-SEPT-2010 (2)

8/7/2019 Managerial Effectiveness_IIT_3-SEPT-2010 (2)

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ManagerialEffectivenessSumming Up



Context in Which Competitive Strategy is

Formulated

Company Industry

Strengths Opportunities

and and Threats

Weaknesses (Economic and

Technical)

Factors Competitive Strategy Factors

Internal External

to the to the

Company Company

Personal Broader

Values Societal

of the key Expectations

Implementers



Structure

1. Task Division & Allocation2. R ole Definition

3. Formal Relationships

a. Organizational entities

b. Levels of Authority & Responsibility

c. Span of control

d. Mechanism of Delegation

e. Evaluation of use of Discretion

f. Interdependence

4. Empowerment

5. Accountability



Skills Map (R ole Behavior)100

Conceptual (Ideas)

% of

R ole Human

50

(People)

Technical (Objects)

0

Shop Middle Top(Operating) (Inspiring/Managing) (Leading)



R ole Play

Leaders Managers

Inspire Measure

Guide Navigate

Envision Maintain

Talk Listen

Support Teach

Hope Analyze

Authorize Direct

Rally Retrench

Expect Demand



4 5 Levels of Skills5 Levels of Skills

LEVEL 5LEVEL 5LEVEL 5::: LEVEL 5 EXECUTIVE

Builds enduring greatness through a paradoxical blend of

personal humility and professional will.

LEVEL 4:LEVEL 4:LEVEL 4: EFFECTIVE LEADER

Catalyzes commitment to and vigorous pursuit of a clear and

compelling vision, stimulating higher performance standards.

LEVEL 3:LEVEL 3:LEVEL 3: COMPETENT MANAGER

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

LEVEL 2:LEVEL 2:LEVEL 2: CONTRIBUTING TEAM MEMBER Contributes individual capabilities to the achievement of group objectives andworks effectively with others in a group setting.

LEVEL 1:LEVEL 1:LEVEL 1: HIGHLYCAPABLE INDIVIDUAL

Makes productive contributions through talent, knowledge, skills, and goodwork habits.



Level Unit Characteristics Task Interventions

1. Individual Individual/Organization

Congruity

Goal/Problem

solving

Career

interview

2. Team Commitment to

organization to work

together in a face-to-face

team

Contribute to

Team function

Remove

Dysfunction

OutputMeasurement

Team building

3. Division Several face-to-face

working teams

Map inf ormation

flow& WIP

Effective

aggregate

Internal

mapping

4. Policy/

Strategy

Fusion of division SWOT

programmes/

Services

Products

Goals/Strategy

Open systems

Planning

Interests of

stake holders



Skills @ Different LevelsLevel 1.(a) Reflection on life cycle, work cycle & family cycle

(Emotions & life issues into work)

(b) Comparison with growth and development of peers & subordinates

Level 2.(a) Difference in process & content

(Setting goals, allocating work, examine team process & develop interpersonal relationships)

(b) Face-to-face dealing

(self insight, cross-cultural sensitivity, flexibility, problem-solving, patience, negotiation)

Level 3.(a) Work-flow, sharing resources-PERT

(b) Inter team power relations

(c) Conflict resolution: Overlaps & dysfunctions

(d) Management of change

Level 4.(a) Understand organization mission

(b) Position audit/f orecast

(c) Planning/Organizing/Controlling

(d) Management of change

(e) Organizational learning



LEVEL 5 (Humility & Will)

FIRST WHO then WHAT

Confront the BRUTAL FACTS

HedgehogConcept

Culture of discipline

Technology Accelerator



Managerial

Effectiveness

Leadership R oles Managerial R

oles

Visionary/Innovator Monitor

Influencer/Motivator Spokesperson

Change Agent Liaison

Decision maker

Innovator

Negotiator

Global

Complexity

Personality Managerial Experiencecapabilities

Conscientiousness Learning Cosmopolitanism

Extraversion Knowledge Cultural heterogeneity

Openness Resilience Organizational Cohort

AgreeablenessNeuroticism



STRATEGY PROCESS

(a) Win the customer¶s preference

(b) Create a sustainable competitive advantage

(c) Leave sufficient money on table for shareholders(d) Build link with people & operations processes

PEOPLE PROCESS

(a) Accurate Evaluation of a Person

(b) Identify and develop Managerial/Leadership talent(c) Fills leadership pipeline-strong succession plan

(d) Make link with strategy & operations processes

OPERATIONS PROCESS

(a) Budgets preparation(b) Monitoring & Feedback

(c) Make link with strategy & people processes



EFFECTIVE EXECUTION(THE 3 BUILDING BLOCKS)

1. 7-Essential Behaviours

(a) Know your people and your business

(b) Insist on realism

(c) Set clear goals & priorities

(d) Follow through

(e) Reward the doers

(f) Expand people¶s capabilities

2. Create Framework f or Cultural change

(a) Set vision & values

(b) Performance feedback

(c) Link reward to performance

(d) Employee surveys

3. Having the Right People in the Right Job

(a) Defining attributes of the job

(b) Appraisal: Courage

(c) Psychological comfort

(d) Personal commitment

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Managerial Effectiveness_IIT_3-SEPT-2010 (2)