The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.
Strategic role of Human Resource ManagementISAAC Jayant
The document discusses the evolving role of human resource management from a traditional, administrative function to a more strategic role. It outlines some key differences between traditional and strategic HR, including a strategic HR's focus on integrating HR programs with organizational strategy and priorities. The document also discusses several frameworks for strategic HR roles, including Ulrich's model of HR as a strategic partner, change agent, employee champion and administrative expert. It notes barriers to implementing strategic HR and the need for HR strategies to be clearly defined and communicated.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities support strategic objectives. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
Understanding and Implementing Organizational ChangeCourtney Doutherd
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
Strategic role of Human Resource ManagementISAAC Jayant
The document discusses the evolving role of human resource management from a traditional, administrative function to a more strategic role. It outlines some key differences between traditional and strategic HR, including a strategic HR's focus on integrating HR programs with organizational strategy and priorities. The document also discusses several frameworks for strategic HR roles, including Ulrich's model of HR as a strategic partner, change agent, employee champion and administrative expert. It notes barriers to implementing strategic HR and the need for HR strategies to be clearly defined and communicated.
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities support strategic objectives. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
Understanding and Implementing Organizational ChangeCourtney Doutherd
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
This document discusses analyzing job roles and responsibilities. It identifies different roles like supervisor, manager, and leader and the functions associated with each like planning, organizing, staffing, and controlling. It also lists the skills needed like problem solving, decision making, communication, and human relations. The document suggests reviewing a job description to determine what supervisory, managerial, or leadership roles are required. It proposes preparing a role analysis to identify the types of roles like shaper, plant, monitor-evaluator, and implementor as well as the best approach like functional or activity-based.
This document discusses job evaluation, which is defined as a systematic process for determining the relative worth of jobs within an organization in order to establish pay structures. Job evaluation is important for maintaining accurate job descriptions, setting fair job rankings and pay scales, and reducing grievances. There are analytical methods that use quantitative factors and rankings, like point-ranking and factor comparison, and non-analytical methods like ranking, paired comparison, and job grading that rely more on subjective evaluations. To make job evaluation effective, organizations should involve employees, train evaluators well, get management support, clearly define job factors, focus on jobs not individuals, and consider union views.
This document discusses attitudes and values in organizational behavior. It defines attitudes as hypothetical constructs that influence behavior toward objects and can range from favorable to unfavorable. Attitudes have cognitive, affective, and behavioral components. Values are convictions about preferable modes of conduct and end states. The document outlines several frameworks for analyzing attitudes and values, including Hofstede's model of cultural dimensions that influence values around power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. Job attitudes like satisfaction, commitment, and engagement are also examined.
The document summarizes several contemporary issues in human resource management (HRM). It discusses international HRM, strategic HRM, green HRM, and changes occurring in HRM practices in India. Major topics covered include managing expatriates, models of international HRM, the characteristics and basic steps of international HRM, the reasons for growing interest in strategic HRM, the differences between traditional and strategic HRM, and examples of companies that have adopted green HRM practices.
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
Performance appraisal is the process of systematically evaluating an employee's performance and providing feedback. 360-degree appraisal involves gathering feedback about an employee from subordinates, peers, supervisors, and sometimes external stakeholders. It provides a more balanced and objective view of performance from different perspectives. While it can be an effective development tool, 360-degree appraisal also has some disadvantages like being time-consuming, costly, and potentially damaging to employees' self-esteem if the feedback is too critical.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
Performance management of international employees finalUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management of expatriates requires consideration of factors like the nature of their assignment, family needs, cultural adjustment challenges, and the level of support provided by both the host unit and headquarters.
This document discusses HR audits, which comprehensively evaluate an organization's HR strategies, systems, practices, structures, and culture to assess their effectiveness and compliance. The purposes of HR audits are to ensure regulatory compliance, identify problems and areas for improvement, and document processes. Benefits include creating HR business plans, streamlining processes, improving systems, and encouraging professionalism. An HR audit evaluates practices like staffing, compensation, performance management, development, and relations. Reasons for conducting audits include growth, diversification, leadership changes, and dissatisfaction. HR audits provide insights and strategic thinking to improve business and HR systems through increased focus, recruitment, training, accountability, and quality interventions. The scope includes auditing
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
This document discusses the differences between team-based compensation and individual compensation for employees. Team compensation is typically used when teamwork is critical and employees are evaluated and paid based on the overall performance and deliverables of their team. Individual compensation pays employees based strictly on their individual performance regardless of their team's performance. Both methods have advantages and disadvantages related to motivation, information sharing, accountability, and potential issues like social loafing or unhealthy competition between employees.
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
Performance management involves ensuring employee activities align with organizational goals. It has strategic, developmental, and administrative purposes. Effective performance management systems are strategically congruent, valid, reliable, acceptable, and specific. Managers should provide regular feedback, determine causes of poor performance, and ensure systems can legally withstand scrutiny.
Performance Management & Employee Development {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
How to be more effective in a functional or a matrix organizationfreshswdm
Describes the characteristics of functional and matrix organizations, and gives a number of concrete things to do to be more effective in a particular type of organization.
This document discusses various theories and models of leadership. It covers trait theories that seek to identify personal characteristics of effective leaders. Behavioral theories examine types of leader behaviors and consider how styles may vary across cultures. Contingency models propose that effective leadership depends on both leader characteristics and situational factors. Specific models covered include Fiedler's contingency model, House's path-goal model, and transformational leadership. The document also discusses substitutes for leadership and the role of gender in leadership.
This document discusses managerial effectiveness and stress management. It defines effective managers as those who achieve successful organizational performance and satisfy subordinates. New effective managers think of themselves as team leaders rather than bosses, share information, and invite others to participate in decision making. Assessing managerial effectiveness involves evaluating factors like employee motivation, training success, adherence to deadlines and budgets. The document also discusses stress, sources of stress at work, approaches to combat stress through physical and mental techniques, and maintaining work-life balance.
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
This document discusses job evaluation, which is defined as a systematic process for determining the relative worth of jobs within an organization in order to establish pay structures. Job evaluation is important for maintaining accurate job descriptions, setting fair job rankings and pay scales, and reducing grievances. There are analytical methods that use quantitative factors and rankings, like point-ranking and factor comparison, and non-analytical methods like ranking, paired comparison, and job grading that rely more on subjective evaluations. To make job evaluation effective, organizations should involve employees, train evaluators well, get management support, clearly define job factors, focus on jobs not individuals, and consider union views.
This document discusses attitudes and values in organizational behavior. It defines attitudes as hypothetical constructs that influence behavior toward objects and can range from favorable to unfavorable. Attitudes have cognitive, affective, and behavioral components. Values are convictions about preferable modes of conduct and end states. The document outlines several frameworks for analyzing attitudes and values, including Hofstede's model of cultural dimensions that influence values around power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. Job attitudes like satisfaction, commitment, and engagement are also examined.
The document summarizes several contemporary issues in human resource management (HRM). It discusses international HRM, strategic HRM, green HRM, and changes occurring in HRM practices in India. Major topics covered include managing expatriates, models of international HRM, the characteristics and basic steps of international HRM, the reasons for growing interest in strategic HRM, the differences between traditional and strategic HRM, and examples of companies that have adopted green HRM practices.
The document summarizes Robert House's path-goal leadership theory. The theory proposes that a leader's main functions are to clarify goals, provide a path to achieving goals, and remove obstacles. A leader's style (directive, supportive, participative, or achievement-oriented) depends on subordinate and environmental characteristics. The theory aims to motivate subordinates by satisfying their needs and complementing the work environment with guidance and rewards. While it addresses motivation, the theory is complex and lacks research support. Overall, the path-goal model suggests leadership that reduces uncertainty for subordinates increases motivation and satisfaction.
Performance appraisal is the process of systematically evaluating an employee's performance and providing feedback. 360-degree appraisal involves gathering feedback about an employee from subordinates, peers, supervisors, and sometimes external stakeholders. It provides a more balanced and objective view of performance from different perspectives. While it can be an effective development tool, 360-degree appraisal also has some disadvantages like being time-consuming, costly, and potentially damaging to employees' self-esteem if the feedback is too critical.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
Performance management of international employees finalUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management of expatriates requires consideration of factors like the nature of their assignment, family needs, cultural adjustment challenges, and the level of support provided by both the host unit and headquarters.
This document discusses HR audits, which comprehensively evaluate an organization's HR strategies, systems, practices, structures, and culture to assess their effectiveness and compliance. The purposes of HR audits are to ensure regulatory compliance, identify problems and areas for improvement, and document processes. Benefits include creating HR business plans, streamlining processes, improving systems, and encouraging professionalism. An HR audit evaluates practices like staffing, compensation, performance management, development, and relations. Reasons for conducting audits include growth, diversification, leadership changes, and dissatisfaction. HR audits provide insights and strategic thinking to improve business and HR systems through increased focus, recruitment, training, accountability, and quality interventions. The scope includes auditing
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
This document discusses the differences between team-based compensation and individual compensation for employees. Team compensation is typically used when teamwork is critical and employees are evaluated and paid based on the overall performance and deliverables of their team. Individual compensation pays employees based strictly on their individual performance regardless of their team's performance. Both methods have advantages and disadvantages related to motivation, information sharing, accountability, and potential issues like social loafing or unhealthy competition between employees.
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, HR bundles, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and how competition is changing HR practices in retail banking.
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
Performance management involves ensuring employee activities align with organizational goals. It has strategic, developmental, and administrative purposes. Effective performance management systems are strategically congruent, valid, reliable, acceptable, and specific. Managers should provide regular feedback, determine causes of poor performance, and ensure systems can legally withstand scrutiny.
Performance Management & Employee Development {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
How to be more effective in a functional or a matrix organizationfreshswdm
Describes the characteristics of functional and matrix organizations, and gives a number of concrete things to do to be more effective in a particular type of organization.
This document discusses various theories and models of leadership. It covers trait theories that seek to identify personal characteristics of effective leaders. Behavioral theories examine types of leader behaviors and consider how styles may vary across cultures. Contingency models propose that effective leadership depends on both leader characteristics and situational factors. Specific models covered include Fiedler's contingency model, House's path-goal model, and transformational leadership. The document also discusses substitutes for leadership and the role of gender in leadership.
This document discusses managerial effectiveness and stress management. It defines effective managers as those who achieve successful organizational performance and satisfy subordinates. New effective managers think of themselves as team leaders rather than bosses, share information, and invite others to participate in decision making. Assessing managerial effectiveness involves evaluating factors like employee motivation, training success, adherence to deadlines and budgets. The document also discusses stress, sources of stress at work, approaches to combat stress through physical and mental techniques, and maintaining work-life balance.
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
The document discusses tools for measuring managerial effectiveness, including recognizing personality types, achieving goals, maintaining team atmosphere, and demonstrating sensitivity while achieving objectives. It emphasizes motivating employees by linking personal and organizational goals, encouraging risk-taking, and making employees feel like partners rather than mere teammates. The best managers work to continually develop their skills to succeed in evaluating employees and extracting their best performance for organizational success.
Managerial effectiveness refers to the degree to which management actions achieve organizational goals and objectives. It depends on elements like the manager, their subordinates, and the organization. Effectiveness is concerned with achieving the right outcomes, while efficiency is about achieving outcomes with optimal resource usage. Managerial effectiveness can be measured by factors such as staff motivation, training outcomes, productivity, and adherence to budgets and quality standards. Effective management is key to organizational success.
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
Many organizations expect managers who manage employees to exhibit both management and leadership qualities. They are required to build relationships among direct-report employees and to motivate them to achieve individual and group goals. The degree to which managers can successfully manage their staff's performance will be important for evaluating their worth to the organization.
A Combined Effect
Defining managerial effectiveness depends on an organization's management model. One way to look at managerial effectiveness is this: it's the combined effect of a manager who uses different management tools and techniques. Phillip G. Clampitt's model includes communication technologies, data, knowledge, action, performance feedback, boundary spanning, change and innovation. In this model, a manager brings all his actions together, providing different kinds of assistance to employees, such as helping them adjust to change and come up with new ideas that lead to innovation.
Planning and Execution
Another way to look at managerial effectiveness concerns the approach a manager takes to get people to produce desired outcomes. Some managers are less focused on interpersonal skills, perhaps having zero charisma, and are keenly focused on planning and execution. They set goals, create a plan for implementing those goals, assume responsibility for their decisions and share the implementation plan with employees through effective communication. If they have a high degree of managerial effectiveness, the results will follow from their systematic style.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
This document discusses organizational effectiveness and defines key terms. It provides examples of effective organizations and discusses characteristics that contribute to effectiveness, including clear goals and vision, effective teamwork, strong business processes, an entrepreneurial spirit, recognition of individual achievement, and adaptation to environmental changes. Management aims for both high efficiency in resource usage and high effectiveness in goal attainment. Feedforward, concurrent, and feedback controls help organizations effectively monitor and improve performance.
The document discusses various dimensions of managerial jobs including:
1) General functions like planning, organizing, leading, and controlling.
2) Functional dimensions defined by Henri Fayol including technical, commercial, financial, security, accounting, and managerial.
3) Ten managerial roles identified by Henry Mintzberg such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
How do managers measure organizational effectivenessPrayag Ram
There are three main approaches to measuring organizational effectiveness:
1. The external resource approach evaluates an organization's ability to secure and manage scarce resources by looking at metrics like market share, input costs, and stakeholder support.
2. The internal resource approach assesses how well an organization functions and utilizes its resources, focusing on innovation, decision-making speed, employee motivation, and time to market.
3. The technical system approach examines an organization's efficiency in converting resources into products and services, using indicators such as productivity, quality, costs, and customer service levels.
The document discusses the differences between efficiency and effectiveness. Efficiency refers to doing things right and focuses on process and output to input ratio. Effectiveness refers to doing the right thing and focuses on meeting desired outcomes. The document uses the example of cellular manufacturing in a nut production industry to demonstrate how efficiency leads to effective results. Elements like material handling, inventory, quality, people, and customer benefits are discussed in terms of how efficient processes result in more effective outcomes. The conclusion states that efficiency is a productivity metric while effectiveness is a quality metric.
This document discusses organizational effectiveness and different approaches to assessing it. Organizational effectiveness refers to how well an organization achieves its intended outcomes. The document outlines four main approaches: 1) the goal attainment approach assesses effectiveness based on achieving clear, measurable goals, 2) the systems approach considers acquiring resources and interactions with the external environment, 3) the strategic constituencies approach focuses on satisfying internal and external stakeholders, and 4) the competing values approach matches an organization's emphases to constituent preferences. The approaches are best applied depending on factors like clear goals, connections between inputs/outputs, powerful stakeholder influence, and organizational emphases.
The concept of efficiency and effectivenessFrank Nyarko
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
The contradiction model of organizational effectiveness considers an organization to be more or less effective regarding different, often conflicting goals. It recognizes that organizations face multiple constraints from various internal and external stakeholders over different time frames. Effectiveness in one domain does not necessarily relate to effectiveness in another. The contradiction model can help identify constraints outside an organization's control and analyze how organizations make compromises and respond to environmental pressures.
Organizational effectiveness refers to how well an organization achieves its goals. However, the concept remains unclear for three reasons: differences in how organizations are conceptualized; organizational complexity; and researchers using varying criteria. Effectiveness can be measured in ways like productivity, efficiency, employee satisfaction, and goal achievement. However, organizations often have conflicting goals and public goals may differ from operative goals. Theoretical models of effectiveness include the rational goal model, internal process approach, open systems model, and human relations model. Each perspective has limitations in defining and assessing organizational effectiveness.
Efficiency and effectiveness: Presentation with ExamplesAbhimanyu Mathur
Find out the essential difference between effectiveness and efficiency. Examples such as business meetings v/s video conferencing and Steve Jobs' working strategy discussed.
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
The document discusses four approaches to measuring organizational effectiveness: goal, resource-based, internal process, and strategic constituent. It then focuses on comparing the resource-based and goal approaches. The resource-based approach emphasizes acquiring scarce resources as a measure of effectiveness, while the goal approach focuses on achieving operating goals like profits or market share. The resource-based approach is most useful when other performance indicators are unavailable, but it does not directly consider customer needs. The goal approach is straightforward when goals are measurable but goals can conflict and be difficult to measure, especially for non-profits.
Here are my rankings for the call center motivation factors from 1 (highest importance/most difficult) to 10 (lowest importance/least difficult):
1. Management Style
2. Working Environment
3. Salary
4. Incentives
5. Benefits
6. Training
7. Career Development
8. Recognition
9. Work/Life Balance
10. Diversity/Equality
I ranked management style and working environment highest because establishing the right culture and leadership is so important for motivation but also one of the most challenging aspects to get right. Salary, incentives and benefits are also highly important for motivation but may be easier to address through policies. Training, career development, recognition, work/life
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
Lecture by Mario Derba at Master Human Resources Pisa University Mario Derba
This document discusses motivating human resources in a large national or global company. It emphasizes the importance of inspiring people, being young and open-minded, investing in employees, caring for their well-being, rewarding good work, and committing to social responsibility to create the best place to work. Developing talent, setting clear objectives, and reinforcing behaviors through formal mechanisms are key to influencing change and achieving management excellence. Upholding basic ethical values in business decisions is also important for long-term success.
Diagnosing behavioral problems and perceptionEui Jung Hwang
1. Diagnosing behavioral problems in organizations involves identifying expected versus actual behaviors to determine the "behavioral gap" and potential causes such as motivation, skills, resources, or role expectations.
2. Perception is the process of understanding one's environment through sensory information and prior experiences, and is subject to selective factors like attention and motivation.
3. Theories of intelligence include general cognitive ability, primary mental abilities, multiple intelligences accounting for different skills, and triarchic theories emphasizing analytical, creative, and practical abilities.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
This document discusses strategies for leading a high performing team. It presents a model of high performance that focuses on adaptability, ability, attitude, approach, and aim. It also shares results from a survey that found opportunities for improvement in areas like career development, encouragement to use talents, clarity on goals, and recognition. The document then outlines interventions like goal setting conversations, development conversations, and change conversations to boost performance. Finally, it debunks common performance myths and emphasizes that practice only leads to perfection when focusing on strengths.
This document discusses strategies for leading a high performing team. It presents a model of high performance that focuses on adaptability, ability, attitude, approach, and aim. It also shares results from a survey that found opportunities for improvement in areas like career development, encouragement to use talents, clarity on goals, and recognition. The document then outlines interventions like goal setting conversations, development conversations, and change conversations to boost performance. Finally, it debunks common performance myths and emphasizes that practice only leads to perfection when focusing on strengths.
This document discusses strategies for leading a high performing team. It presents a model of high performance that focuses on adaptability, ability, attitude, approach, and aim. It also shares results from a survey that found opportunities for improvement in areas like career development, encouragement to use talents, clarity on goals, and recognition. The document then outlines interventions like goal setting conversations, development conversations, and change conversations to boost performance. Finally, it debunks common performance myths and emphasizes that practice only leads to perfection when focusing on strengths.
Lasting organizational change requires developing competencies. Competencies are skills, knowledge, and behaviors needed for success. They are visible through measurable results and perceived attitudes. Developing competencies requires understanding what matters most for each job, setting goals to achieve a shared vision, and modifying systems and structures to institutionalize changes while monitoring progress. Critical factors include leadership to drive change, creating need, shaping vision, gaining commitment, and ensuring changes last over time. The mix of important competency factors may vary depending on an employee's level within an organization.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
The document discusses why studying management is important, noting that management skills are valuable for both career and personal success. It also outlines several new challenges facing managers today, such as globalization, technology, diversity, and knowledge management, and explains the roles and responsibilities of managers in organizations.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses competencies for each role, and develops employees to fill roles when leaders depart. It is a systematic, ongoing process to retain knowledge and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential for succession.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
1. Organizational Effectiveness
Reference:
1. Human Resource Management
by
Ashwathappa
2. Leadership Enhancing the Lessons of Experience
by
Richard L Hughes, Robert C Ginnett, Gordon J Curphy
3. Managerial Behaviour and Effectiveness
by
E. Ananda Raja/N R V Prabhu/ P Lameshwara Rao
2. Concept of Organizational Effectiveness
(Ref. book 1)
• Efficiency Vs Effectiveness
Efficiency: Represents the Cost/Benefit rate
incurred in the pursuit of these goals.
Effectiveness: The Degree in which operative
goals have been attained
3. Approaches to Measure Effectiveness
• Goal Approach
• Behavioural Approach
• System Resource Approach
• Strategic constituencies Approach
4. Criteria For Organisational Effectiveness
Causal Factors Intervening End-Result
Criteria Criteria
• Strategy • Product • Growth Rate
• Technology Related • Profitability
• People • Customer • Shareholder
• Structure Related Value
• People • Social
Related Performance
6. Managerial Effectiveness
• The Managerial Grid
High
1,9 9,9
Concern for people
5,5
1,1 9,1
Low
Concern for Production High
7. The Person
• Qualities include • 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
8. The Person
Most Descriptive of Successful Key Least Decretive of Successful Key
Executive Executive
Decisive Amiable
Aggressive Conforming
Self-Strarting Neat
Productive Reserved
Well-informed Agreeable
Determined Conservative
Energetic Kindly
Creative Mannerly
Intelligent Cheerful
Responsible Formal
Enterprising Courteous
Clear Thinking Modest
9. 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
10. The Product
These reflect on outcome of effective managing
and include:
• Organizational efficiency
• High productivity
• Profit maximization
• Organizational stability
• Employee welfare
• Social welfare
11. Effectiveness Through Adaptive Coping
Cycle
• Stages of Adaptive-Coping Cycle
– Sensing of Change
– Importing the Relevant Information
– Changing Conversion Process
– Stabilizing Internal Changes
– Exporting New Outputs
– Obtaining Feedback
12. Developmental Plan
(Bridging Gaps)
• Conducting a GAPS Analysis
• Identifying and Prooritizing development Needs
• Bridging the Gaps: Building a development Plan
• Reflecting on Learning: Modifying development Plans
• Transferring Learning to New Environment
13. Developmental Plan
(Bridging Gaps)
• Recall : Motivation by Porter and Lawer
Perceived
Value Abilities Equitable
Reward Rewards
Intrisic
Reward Satisfaction
Effort Performance
Extrinsic
Perceived
Role Reward
Effort-
Reward Perception
Probablity
14. Developmental Plan (Ref. Book 2)
(Bridging Gaps)
Goals: Abilities:
Where do you Want to Go? What can You Do Now?
Step 1: Career Objectives Step 2: What strengths do you have for your
career Objectives?
Career strategies Step-3: What development Needs will you
have to overcome?
Standards: Perceptions:
What does your boss or the Organisation How do others See You?
Expect?
Step 4: 360 –Degree and Performance Review
Results, and Feedback from others:
Step 5: Expectations Boss
Peers
Direct Reports
15. Developmental Plan
(Bridging Gaps)
• Bridging The GAPS: Building a Development Plan
Step 1: Career and Development Objectives
Step 2: Criteria for Success
Step 3: Action Steps
Step 4: Whom to Involve and Reassess dates
Step 5: Stretch Assignment
Step 6: Resources
Step 7: Reflect with a Partner
16. Measuring Managerial Effectiveness
• Common Measures
– Superiors’ Effectiveness and Performance Ratings
– Subordinates’ Ratings of Satisfaction, Organizational
Climate, Morale, Motivation, and Leadership
Effectiveness
– Unit Performance Indices
17. Measuring Managerial Effectiveness
Measure Advantages Disadvantages
•Superiors’ Biases
•Raters unware of true Performance
Superiors’ Ratings Frequently Used
•Raters’ unwillingness to provide
tough feedback
•Unmotivated subordinators
•Subject of Leaders’ Behaviours
Subordinates’ Ratings •May be no links between ratings
•Multiple Raters
and unit performance
Results due to factors beyond
Unit Performance Indices Actual Results
leaders’ control
18. Current Industrial and Government Practices in
The Management of Managerial Effectiveness (Ref. Book 3)
• Sets up procedures to ensure high quality of work
• Arrange for training and executive development programmes
• Involvement on career development programme of its employees
• Monitor the quality of work through performance appraisal
• Verification of information through feedback
• Checking the accuracy of one’s own and others’ work
• Developing and using systems to organize and keep track of information or work
progress
• Carefully preparing for meetings and presentations
• Organizing information or materials for others
• Careful reviews
19. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Developing Initiative
• Encouraging Self-Management Approach
• Facilitating Appropriate Communication
20. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Developing Initiative
– Drive
– Energy
– Self-Starter
21. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Encouraging Self-Management Approach
– Team Player
– Leader
– Develops Subordinates
– Disciplined
22. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Facilitating Appropriate Communication
– Articulate
– Persuasive
– Supportive
– Confident
23. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• The Skills and Competencies required to Perform Better
– Ability to Plan
– Organize
– Execute
– Meet deadlines
24. Managerial Effectiveness Development
Adoption of Skills By Managers for
Organizational Interventions Effective Management of Corporate
• OD Values • Problem Solving
• Analytical Thinking
– Respect for Employees • Forward Thinking
– Trust and Support • Conceptual Thinking
– Power Equalization • Strategic Thinking
– Confrontation • Technical Expertise
• Entrepreneurial Orientation
– Participation
• Fostering Innovation
• OD Intervention Techniques • Result Orientation
– Sensitivity Training • Decisiveness
– Survey Feedback • Self-Confidence
• Stress Management
– Process Consultation • Personality Credibility
– Team Building • Flexibility
– Inter-Group development
25. Manager as a Optimizer
• According to campbell, in his behavioral
approach says , effective manager is said to be
an optimizer in utilizing all the available and
potential resources …..
26. Manager as a Optimizer
• Effective manager focuses on what he is doing
and effectively deals with how we are doing .
As it is a known fact that efficiency is doing
the task correctly and refers to the
relationship between inputs and outputs .
27. Manager as a Optimizer
• Effective managers do differently from their less-effective counterparts.
• Have high concern for people and productivity
• Effective managers are able to communicate
• Spend Time in Managing
• Using General Style
• Allow Employees to Influence them
• Have influence upward
• Minimize Status Differences
28. Manager as a Optimizer
Spend Time Managing
The effective manager spend most of their
time manager . That is they spend most of
their time identifying opportunity for
improvement, locating problems, training
subordinates , developing contacts with other
in the organization, working through inter- unit
differences .
29. Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to
these questions.
What is my potential contribution?
What are my objectives?
What does it take to be effective here?
What needs changing?
What is organization’s philosophy
What can I do now?
30. Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to these questions.
What is my potential contribution? How can I improve my superior ‘s
effectiveness ?
What are my objectives?
How can I improve my coworker’s
What does it take to be effective here?
effectiveness ?
What needs changing?
How can I improve my subordinate
What is organization’s philosophy ‘s effectiveness ?
What can I do now? How can I change the technology ?
What is my future ?
What will the future demand ?
31. Manager as a Optimizer
Effective manager is excepted to work
as an optimizer by focusing on
low waste and high goal attainment