methods and models in managerial jobs

2. METHODS AND
MODELS IN
MANAGERIAL JOBS

3. MODELS
 Heuristic model
 Heroic model
 Manager as a master technician
 Manager as conductor
 Manager as a developer

4. HEURISTIC MODEL

5. HEROIC MODEL
 Involves
 planning,
 assigning,
 monitoring and
 coordinating activities of organisation
 Lack of participative decision making.
 Manager centered.
 Success rely on control capacity.

6. MANAGER AS MASTER TECHNICIAN
 Emphasizes on technical knowledge.
 Individualistic attention and expectations give more importance.
 Interpersonal relations are minimal.
 Subordinates confidence is undermined.

7. MANAGER AS CONDUCTOR
 Manager try to solve conflicts between managerial and subordinate
thinking.
 Subordinates involvement is must.
 To get subordinate ideas may be time consume.

8. MANAGER AS DEVELOPER
 Subordinates share managerial and task responsibility.
 Crisis management is possible.
 New opportunities can asses easily.
 Knowledge and expertise sharing become possible.
 Continuous development of individual skills are possible.

9. METHODS
 Job analysis method
 Contingency method
 Interpersonal behaviour method
 Group behaviour method
 Decision method
 System method
 Mckinsey ‘7s method

10. JOB ANALYSIS METHOD
 Observation method
 Observe employee and record activity.
 Interview method
 Employee come up with own working style and directly
know about his performance.
 Best method of all.
 Questionnaire method
 getting questionnaire filled from employees superiors
and managers

11. CONTINGENCY METHOD
 Requires through knowledge of situation
variable and external factor.
 Calls for knowledge and analytical ability
on part of manager.
 Leadership behaviour of manager must
be appropriate to situational demand.

12. INTERPERSONAL BEHAVIOUR
METHOD
 Focus on interpersonal behaviour ,human relation, leadership and
motivation.
 Based on individual psychology.
 Ignores planning,organising and controlling.
 Psychological training is not enough to become an effective manager.

13. GROUP BEHAVIOUR METHOD
 Behavioural theorists viewed organisational from individual point of
view.
 Emphasizes individual attitude, behaviour and group process.
 Recognises significance of behavioural process in workplace.
 Often not integrate with management concepts,principles,theory and
techniques.

14. DECISION METHOD
 Specify objectives and criteria for making decisions.
 Develop,analyse,and compare alternative.
 Select best alternative and implement.
 Monitor and desire result achieved.
 Does not take total view of management.
 Rational decision making is challenge.

15. SYSTEM METHOD
 Is a set of interdependent subsystem together perform some
function.
 Organisation is dynamic system ,responsive sensitive and vulnerable
to environmental changes.
 Gives singular expansive and detail framework to diagnose problem.
 Used to get quick perception.
 Very complicated and expensive.

16. Mckinsey ‘s 7s METHOD
• The model is most often used as an organisational analysis tool to
assess and monitor changes in the internal situation of an
organisation.
Shared
values
structure
systems
style
staff
skills
strategy

17. BALAJI S
CEG ANNA UNIVERSITY