MANAGERIAL BEHAVIOUR AND EFFECTIVENESS

The behaviour of the manager affects himself and also the organization. To be a role model.

Who is a manager?Why his/her behaviour is important?What he/she should have? (effectiveness & effeciency)?

Who is manager? The manager is one who manages himself/herself and his/her capable of managing others for the accomplishment of the organization’s goals.

What is his/her behaviour?Behaviour is the conduct of a person. It means conduct bearing manners.

What is efficiency?It is concerned with doing things right and relates to inputs what the manager puts in.

What is effectiveness?It is concerned with doing things right and relates to outputs what the manager actually achieves.

Descriptive job of managersThe activities of a real manager.

Descriptive categories of Real managerManagerial job. Activities

1.Exchanging info

2.Paper work

3.planning4.Decision making5.Controlling

6.Interacting withOutsiders.7.Socialising &Politicising.

communication

Traditional management

Networking

8.Motivating/ReinforcingDiscipline/Punishing.Managing conflict.Staffing.Training & Development

Purpose and need for a managerOr

Why organizations need managers? Henry Mintzberg suggests six basic purposes of the managers. They are

1. To ensure the org. Serve its basic purposes and the efficient production of goods and services.2. To design and maintain the stability of the operations of the org.3. To take change of strategy making & adapt the org is a controlled way to change in its environment.4. To ensure the org serves the ends of those people who control it.5. To serve as the key informational link between the org and the environment.6. And as formal authority to operate the org status systems. (It is a legal requirement answerable to the govt, people.)

Descriptive dimensions of managerial job

1. Gathering info, analysis & problem solving:- Monitors info & uses it to identify symptoms, problems and alternative solutions To make timely decisions. Takes calculated risk & anticipated consequences.

2. Planning & organising the projects:- Develops plans & schedules to achieve goals efficiently. Assigns priority to task and delegate responsibility. Obtains and organises necessary resources to accomplish the task.

3. Time management:- Handles several issues and projects at one time but doesn’t spread self and to thin. Monitors and keeps the schedule and changes of schedule if needed. Works effectively under time pressure.

4. Budgeting & financial management:- Understands budget, cash flows, financial reports & annual reports and regularly

uses such reports to take decisions. Keeps accurate and complete financial records & create budgetary guidelines for

others.

HR Management

Relationship Behaviour Dimensions (RBD)

RBD Behavioural Indicators

1. Giving support

2. Communicating

3. Facilitating interactions

4. Providing feedback

TORO Task oriented, Relationship Oriented.

TASK oriented behaviour dimension

Task Behaviour dimensions Behaviour Indicators

1. Goal setting

2. Organising

3. Setting time lines

4. Directing

5. controlling

Provides support & encouragement

Involves people in give & take discussion abt work

Work activities.

Facilitates people interactions with others, seeks out & listen to people’s options & concerns.

Provides feedback on people’s accomplishments.

Specifies the goal people have to accomplish.

Organises the work situation for people.

Set time lines for people

Provides specific directions.

Specifies & requires regular reporting on progress

3D Model of managerial behaviour

INTRODUCTION:- how ever effectiveness is measured managers are only likely to be effective if they adopt the most appropriate style of behaviour.

Task orientation:- It is the extent to which the manager directs both personal and subordinate efforts through planning, organising and control.

Relationship orientation:-

Is dependent upon the manager’s personal job relationship. This is characterised by consideration for subordinate’s feelings, emotions, sentiments,

mutual trust and encouragement.

Eight styles of managerial behaviour

1. Beauracratic:- a low concern for both task and relationship. The style is seen as been more interested in rules, regulations, policies, & procedures to control the situation.2. Benevolent:- a high concern for task and low concern for relationship. Managers adopting this style know what they want and how to achieve without any resentment.3. Developer:- High concern for relationship and low concern for task. The manager adopting this style is seen as having implicit trust in people and concerned mainly in developing them as individuals.4. Executive concept:- high concern for both relationship and task. The manager adopting to this style is seen as a good motivator, sets high standards, treats people as individuals and favour good team management work collectively as a group.5. Desester :- Low concern for task and relationship. In a situation where such a behaviour is inappropriate. The managers lack involvement and is passive or negative.6. Autocratic: - High concern for task & low for relationship. In such a situation where such behaviour is not appropriate the manager is seen as lacking confidence in other unpleasant and interested only in task at hand.7. Missionary:- High concern for relationship and low concern for task. Such behaviour is inappropriate the manager is seen as mainly interested in preserving harmony.8. Compromiser:- High concern for both task and relationship. In a situation requiring high concern for neither or for only one orientation. This manager is seen as a poor decision maker to easily influenced by pressure of the situation and as avoiding immediate pressures and problems at the expense of the long term profit.Managerial effectiveness cannot be measured simply in terms of achieving production or achieving relationship with other people. Manager must be able to adapt to the situation.

Advantages of time management

Key to successful time management

Advantages of

Times

Management

Review

Energy

Enough Time

Motivation

Confidence

Efficiency

Calmness

Less Stress

Effectiveness

Balance

Flexibility

Recognition

Success

Satisfaction

Key

To

Successful

Time

management

Planning

Organising

delegation

Time building

Avoiding squandeys