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Managerial Effectiveness

SESSION II

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Vision/Mission SYSTEM

STRUCTURE

PROCESSES

PEOPLE

Unilever's mission is to add

Vitality to life. We meet

everyday needs for nutrition,

hygiene, and personal care with

brands that help people feel

good, look good and get more

out of life.

WHAT is to be

done?

HOW vision/mission

would be achieved?

In WHICH form?

WHO?

ORGANIZATION

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Organization

An organism

Continuously interacting with environment

within and outside

Evolving with time

Moving towards a predefined objective!

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Organizational

Effectiveness

EXTERNAL

ENVIRONMENTTECHNOLOGY

ORG. STRUCTURE &

PROCESSESPEOPLE

Tata Nano

Bharti-Walmart

IT Companies

Pagers

Desktops

Landline Phones

Scooters

Google

TATA Sons

Google

SatyamEnron

Infosys

TATA

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Is Organizational Effectiveness =

Managerial Effectiveness?

Can an organization be effective even when its

managers are not effective?

In similar circumstances for organizations, does

managerial effectiveness play any role?

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Managerial Effectiveness

Develop right systems/structures/processes Develop, train and retain right talent

Keep them motivated to achieve goals

Help systems and people adapt to changes

Remember Lagaan or Chak De India?

Only Paranoids Survive Andrew Groove (Intel)

Jackwelch (Ex-CEO, GE): 4 lakh employees in 1980 to 2.99 lakh in

1985

1. Achieving RESULTS is more important than ACTIVITIES

2. Achieving RESULTS specific to ones position at hierarchy is what is expected

It is about doing right things rather than doing things right

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EFFECTIVENESS = Meeting appropriate goals

Appropriate Goals Change with role (being a subordinate and

superior at the same time)

Understanding the expectation out of each role

Change outlook towards following parameters:

TIME Present to Future

FOCUS (source of problem) Internal to External

NATURE OF PROBLEM HANDLING Operational to Strategic

NATURE OF INTERVENTION Personal to System

Lets do some ROLE SET EXERCISE!

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ROLE SET ANALYSIS: Guidelines

1. The person describing their Role Set draws themselves in the middle

of a flip chart sheet. Round this, they draw all the individuals or groups

with whom they interact to do their daily job.

2. Beside each person or group they have identified, they record whatthey believe this person or group wants needs and expects from them.

They share their analysis with the group.

3. Other group members question the expectations or challenge the

assumptions the person has made.

Result: It is probably that the exercise will indicate areas where thereis conflict between what people expect and what can be provided.

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TASK ACTIVITY ROLE JOB

Task: Smallest unit of work done by an individual

Activity: Logical Sequence of a few tasks leadingto some expected outcome

Role: Pattern of activities for which a person isresponsible for that keeps changing as a

person moves vertically or horizontally

Job: Clearly defined collection of roles

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Changes in the Role of Manager

SKILL CHANGE:

Technical Behavioral Conceptual

PARADIGM SHIFT:

Globalization, Information Technology, TQM,Diversity

Ability to apply expertise Ability to understand,

motivate and work withothers

Ability to analyze and

diagnose the complexsituation

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Shift in Managers RoleOLD MANAGER NEW MANAGER

Thinks of self as a manager or boss

Follows the chain of command

Works within a set of

organizational structure

Makes most decisions himself

Hoards Information

Tries to master one majordiscipline, such as marketing or

finance

Demands long hours

Thinks of self as a sponsor, team

leader, or internal consultant

Deals with anyone necessary to get

the job done

Changes org.nal structure in

response to market change

Invites others to join in decision-

making - Shares Information

Tries to master a broad array of

managerial competence

Demands results

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What did they do?: Henry Mintzberg

INTERPERSONAL INFORMATIONAL DECISIONAL

Figure Head

Leader

Liaison

Monitor

Disseminator

Spokes Person

Entrepreneur

Disturbance handler

Resource Allocator

Negotiator

PLANNING ORGANIZING

LEADING CONTROLLING

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Interpersonal Roles

Figure Head Symbolic

Performs routine

duties- legal or social in

nature

Handles

ceremonies, status

request.

Leader Motivates

Directs

Performs all

managerial

activities

Liaison Networking for favors &

info. Within & without

Mailing, external

board work

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Informational Roles

Monitor Receives Information

Serves as a center for

Internal & external information

Mailing

contacting people/org.

for receiving Info.

Disseminator Acts as a conduit to

information

Receives info from outside

or subordinates to pass on to

the mgt.

Passes on info down

and up the org.

Spokes Person Represents org. to outsiders

Shares plans, policies,

results

Attends board

meetings, contacts

outsiders.

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Decisional Roles

Entrepreneur Searches org. / environ. For

opportunities; initiates

projects for change

Holds strategic/ review

sessions for initiating or

designing improvement

projects

Disturbance

handler

Corrective actions when

important or unexpected

disturbances

Holds meetings to

solve issues etc.

Resource

Allocator

Decides for allocation of

resources

Scheduling,

authorizing, budgeting

Negotiator Represents Org. for

negotiations

Handles contract

negotiations

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