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ENHANCING MANAGERIAL

PERFORMANCE

-Empowering yourself to become aHigh Performance Manager (HPM)

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BA6009 - MANAGERIAL BEHAVIOUR AND

EFFECTIVENESS

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Unit 1

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DEFINING THE MANAGERIAL JOB

MANAGEMENT

According to Peter Drucker, Management implies Effectiveness

and effectiveness involves a set of practices that can be

learned. Such practices include:

Management of time

Focusing on employees and customers

Building on strengths Identifying priorities

Making effective decisions

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MANAGERIAL JOB-

DESCRIPTIVE DIMENSIONS

General Functions of a Manager

Planning

Organizing Leading

Controlling

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Functional Dimensions: Henri Fayol

The other activities of a business enterprise that managers

perform, according to Fayol, could be divided into six

categories:

Technical (Production, Manufacturing)Commercial (Buying, Selling, Exchanging)

Financial (Obtaining and using capital)

Security (Protecting of property and persons)Accounting (Balance sheet, stock taking, statistics,

costing)

Managerial (Planning, Organizing, Commanding, Co-

coordinating, Control)

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Henry Mintzberg Role Dimensions

Mintzberg developed a model of the related roles of

managers and he called themTen Managerial Roles identified by Mintzberg

Interpersonal Roles

Figurehead roleLeader

Liaison role

Informational Roles

Monitor

Disseminator role

S okes Person

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Decisional RolesEntrepreneurial role

Disturbance handler role

Resource allocator role

Negotiator role

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Gender, Leadership and Managerial job

dimensionsThe four greatest myths are:

1. Task-oriented skills are more important for

leadership effectiveness than are person oriented

skills.

2. Male managers are more likely to possess task

oriented abilities than are female managers; whereas

female managers are more likely to possess person

oriented skills than are male managers.

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3. In order to maximize managerial effectiveness,

men should be given the jobs that require task-

oriented abilities and women should be given the

jobs that require interpersonal skills.

4. If women want to rise to the top levels of

management, they need to be more like men.

MYTH#1: Task-oriented skills are more important

for leadership effectiveness than are person-

oriented skills.

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MYTH#2: Male managers are more likely to

possess task-oriented abilities than are female

mangers, whereas female managers are more

likely to possess person-oriented skills than are

male managers.

MYTH#3: In order to maximize managerial

effectiveness, men should be given the jobs that

require task-oriented abilities and women should

be given the jobs that require

interpersonal skills.

MYTH#4: If women want to rise to the top levels

of management, they need to be more like men.

Benefits of Androgynous Management

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Luthans description of effective and

successful managers:Fred Luthans and his associates studied more than 450 managers. What

they found was that these managers all engaged in four managerial

activities.

Traditional Management: Decision-making, planning, and controlling.

Communication: Exchanging routine information and processing paper

work

Human resource Management: Motivating, disciplining, managing

conflict, staffing and training.

Networking: Socializing, politicking, and interacting with outsiders.

VARIOUS OTHER JOB CRITERIA DIMENSIONS

Some other functions that managers perform are Communication,

Listening, Oral Presentation, Written Communication and many more.

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Delegation as an important function of Manager:

There are several advantages resulting from effective

delegation:

In order to delegate, the manager should have the following:

ReceptivenessWillingness to delegatewelcomes the ideas

of subordinate

Willingness to allow them to make decisionsWillingness to let others make mistakes

Willingness to trust subordinates

Should delegate only if they have means of getting feedbackReward effective delegation.

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Social Responsibilities of Managers and Ethics to

be followed:

Responsibility towards shareholders

Responsibility towards consumers

Responsibility towards employees

Responsibility towards creditors Responsibility towards the government

Responsibility towards suppliers

Responsibility towards competitors

Responsibility towards general publicExample: Tata group of companies took up social project as part of its corporate policy.

Tata Steel Rural Development Society adopted 32 clusters of village around

Jamshedpur initially. Today it serves more than 800 villages in eight districts of Bihar,Orissa and M.P.

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TIME DIMENSIONS IN MANAGERIAL JOB

Time Management

The objective of time management is to increase and optimize the use of

your discretionary time. Time Management actually relates to:

Getting the best out of your time

Time management is the same as managing your life

Life management

Time management

Now management

Prioritization Managing your mind

Awareness

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Major areas that help in the management of timeThere are five major areas, which are imperative to improving the

management of time:

Habitual use of timeManagers should generally spend an average day as given below:

Pay off time - 50% of average day

Investment time - 25% of average day

Organization time - 15% of average day

Wasted time - 10% of average day

Goal settingSSpecific

M- Measurable

AAchievable

RRealistic

TTimed

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Priorities

Communication

ProcrastinationProcrastination is a major stumbling block for almost

everyone seeking to improve his use of time. There

are three causes, which lead to procrastination:

Unpleasantness

Difficult projects

Indecision

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Principles of Time Management

Establish goals, both long-term and short-term

Principles of brevity

Principles of habit

Principles of proper planning

Principles of prioritization

Principles of effectiveness

Principles of equal distribution

Time estimates

Delegation of authority

Management exception

Proper implementation

Follow up

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Some of the time wasters

Time wasters can be classified as internal time wasters and

external time wasters.

Internal time wasters:

Poor communication-written and verbal

Procrastination

Inability to say No

Poor prioritizing

Inadequate planning

Failure to delegate

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External time wasters:

Visitors

Meetings Papers and correspondence

Telephone

Procedures and systems Travel

Subordinates

h h ld b h d

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The other time wasters could be with regard to

planning and process itself.

Planning:

Lack of clarity on objectives

Shifting priorities

Unrealistic time estimates Process:

Lack of clarity about the job requirements.

Poor crisis management

Inability to concentrate

Ineffective delegation

P i Ti W

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Pruning Time Wasters:.

Visitors

MeetingsPapers and correspondence

Telephone

TravelInformation

Selective reading

There are four Ds to be kept in mind for managing our workeffectively with regard to time. They are:

DDump DDelay DDelegate DDo

Eff i Ti M T h i b d

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Effective Time Management Techniques based on

task orientation:

Four kinds of tasks

Two-dimensional view of tasks to be completed

The Three Laws of Time and Effort Management

1. The Law for Planning our time2. The Law for applying our effort

3. The Law for Investing our Talent

High Consideration and Low

Structure

High Structure and High

Consideration

Low Structure and Low

Consideration

High Structure and Low

Consideration

W k t ith l t ti di i

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Work measurement with relevance to time dimension

Steps toward successful work measurement- organizing the work area

Thoroughly Inform Executives and Employees of the

objectives Review and analyze their operations

Develop and discuss work simplification

Instruct the employee and install the improved methods

Compile and code the operations list

Study and measure operations

Install activity and attendance reporting

Report and counsel management of the problem areas

Plan and improve performance

Improve and control operational activities

B fit f k t

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Benefits of work measurement process are

Reduced effort and fatigue;

Improved workstations;

Workload redistribution because of imbalance, unimportance or workbelow the employees skills;

Job stability;

Performance recognition;

Delegation and Time management

What is delegation?

There are several advantages resulting from effective delegation:

What To Delegate?

D l M C k t th f ll i it t b d l t d

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Dale McConky, suggests the following items to be delegated

to subordinates:

Matters that keep repeating themselves

Minor decisions most frequently made

Parts of the job the supervisor is least qualified to handle

Parts of the job that make the superior over specialized.

The reasons why they do not delegate are: Lack of confidence in subordinates

Lack of self-confidence

Poor definition of duties Aversion to risk taking

Fear of subordinates as competitors.

An inflated self-image

C t i ti t ti t

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Certain tips to managers on time management:

Start your day without a plan of action.

Get out of balance in your life.

Work with a messy desk or work area.

Dont get enough sleep.

Dont take a lunch break.

Some behavioral negativities of our own nature that prohibit us

from maintaining timings and schedules are:

MANAGERIAL MODEL

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MANAGERIAL MODEL

Person Process Product

Heuristic Model Of Managerial Behavior & Performance

Organizational Environment

Individual CharacteristicsIntelligence

Aptitude

Knowledge

Temperament

PreferenceExpectation

Ability

Feedback

Motivation

Opportunity

Transformation ProcessManagerial Job

dimension

General functions&

Specialized functions

Organizational resultsProfit maximization

Organizational

efficiency

High Productivity

Employee SatisfactionFeedback

Customer satisfaction

The person

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The person

Qualities include

Ability to sustain defeat Alert

Ambitious Assertive Capable of good judgment Confident

Competitive Creative

Decisive Dedicated

Defensive Dynamism

Emotional stability Energetic

Extrovert Fear of failure

Group oriented Honest

Intelligent Mentally strong

Optimistic Pragmatic

Predictable Realistic

Self-controlled Tolerant

The process

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The process

Answers how managers manage successfully

Manage work instead of people

Plan and organize effectively Set goals realistically

Decisions based on consensus but accept responsibility

Delegate frequently and effectively

Rely on others to help solve problems

Communicate precisely

Cooperate with others

Display consistent and dependable behavior

Win with grace

Express hostility tactfully

Product

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Product

These reflect on outcome of effective managing and include:

Organizational efficiency

High productivity Profit maximization

Organizational stability

Employee welfare

Social welfare

MODEL OF MANAGERIAL EFFECTIVENESS

Heuristic Model

Heroic Models of the manager

Manager as Master Technician

Manager as Conductor

Manager as a developer

EFFECTIVENESS CAN BE LEARNED

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EFFECTIVENESS CAN BE LEARNED

Objectives of Effective Manager

EFFECTIVE MANAGER AS AN OPTIMIZER:To optimize is to increase productivity for which the following four

components should be given atmost attention by the managers.

Mentoring

Feedback

Counseling

Discipline

APART FROM THE ABOVE MENTIONED COMPONENTS,

ANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BE

ABLE TO

EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER

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EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER

POSSIBLE WITH THE ADOPTION OF CERTAIN SKILLS

Technical skills

Human skills

Conceptual skills

Designing skills

Communication skills

Interpersonal skills Understanding perception, self concept, and expressing emotions

Nonverbal and verbal skills

Conflict management skills

Problem solving skills

Political skills

Listening skills and feedback skills to build high performance

TEN STEPS TO BECOME AN EFFECTIVE MANAGER

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TEN STEPS TO BECOME AN EFFECTIVE MANAGER

1. What are the goals and objectives of the organization? Do your team

members know what they are supposed to accomplish?

2. What is your role in attaining these goals and objectives? What are

your team members roles?

3. What tools or resources will you have to work with in order to fulfill

your role?

4. What procedures and rules will you have to follow?

5. How much authority do you have? How much do your team membershave?

6. What are your relationships inside and outside of your department or

organization?

7. What criteria will be used to measure your performance?8. Will you receive feedback on how you are doing? Where, when, and

how?

9. Where and from whom can you or your team members receive help

and support when it is needed?

10. What rewards or recognition will you receive?

FUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIAL

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FUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIAL

JOB BEHAVIOUR

Top-level Management

Middle level Managers

First level Managers

SKILLS REQUIRED BY THE MANAGERS AT EACH LEVEL

Technicalat supervisory role

Humanmiddle level Conceptualtop level

Top Managerial Level- Its significance

Change: What is it?

Change is the norm

Change is unavoidable

Task of the organization is to lead change.

1 Change Policies

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1. Change Policies

a. Abandon yesterday

b. Organized Improvement

c. Exploiting Success

2. Piloting

3. Changes And Continuity

4. Making The Future