MANAGERIAL BEHAVIOUR EFFECTIVENESSS PRESENTATION Unit 4.pptx

MBE

1. ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS

2. Organisational Processes Managerial Effectiveness Developed Through Organizational Interventions  Organizational development (OD) it is a term used to encompass a collection of planned change interventions, built on humanistic-democratic values, that seek to improve organizational effectiveness and employee well being.

3. OD Values  Respect for employees  Trust and support  Power equalization  Participation

4. OD Interventions Techniques  Sensitivity Training  Refer to a method of changing behaviour through unstructured group interaction.  The group is process-oriented, which means that individuals learn through observing and participating rather than being told.  The objectives of the T-groups are to provide the subjects with increased awareness of their own behaviour and how others perceive them, greater sensitivity to the behaviour of others, and increased understanding of group processes

5. Results  Increased ability to empathize with other, improved listening skills, greater openness, increased tolerance of individual differences, and improved conflict resolution skills

6. Survey Feedback  One tool for assessing attitudes held by organizational members, identifying discrepancies among member perceptions, solving differences is the survey feedback approach.  The questionnaire typically asks members for their perceptions and attitudes on a broad range of topics, including decision making practices; communication effectiveness; coordination between units; and satisfaction with organization, job, peers, and their immediate supervisor.

7. Process Consultation  Managers often sense that their unit‘s performance can be improved, but they are unable to identify what can be improved and how it can be improved.  The purpose of process consultation is for an outside consultant to assist a client, usually a manager, ―to perceive, understand, and act upon process events‖ with which he or she must deal.  Consultants in PC are there to ―give the client ‗insight‘ into what is going on around him, within him, and between him and other people.‖ They do not solve the organization‘s problems.  Rather, the consultant is a guide or each who advises on the process to help the client solve his or her own problems.

8. Team Building  Team building can be applied within groups or at the inter group level where activities are interdependent.  The objective is to improve coordinative efforts of team members, which will result in increasing the group‘s performance.  The activities considered in team building typically include goal setting, development of interpersonal relations among team members, role analysis to clarify each member‘s role and responsibilities, and team process analysis.

9. Inter-group Development  Inter-group development seeks to change the attitudes, stereotypes, and perceptions that groups have of each other.  Each group meet independently to develop lists of its perception of itself, the other group, and how it believes the other group perceives it.

10. Organisational Climate Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the ―culture‖ of an organization, it precedes the notion of organizational culture.

11. There are two difficulties in defining organization climate: how to define climate, and how to measure it effectively on different levels of analysis. Furthermore, there are several approaches to the concept of climate. Two in particular have received substantial patronage: the cognitive schema approach and the shared perception approach. The cognitive schema approach regards the concept of climate as an individual perception and cognitive representation of the work environment. From this perspective climate assessments should be conducted at an individual level.

12. The shared perception approach emphasizes the importance of shared perceptions as underpinning the notion of climate. Organisational climate has also been defined as "the shared perception of the way things are around here“. There is great deal of overlap in the two approaches..

13. Features of organisational climate  Organisational climate is an abstract and intangible concept. But it exercises a significant impact on the behaviour and performance of organisational members.  It is the perceived aspect of organisational internal environment.  It refers to the relatively enduring characteristics which remain stable over a period of time.  It gives a distinct identity to organisation and do difference from one to other organisations.  Total expression of what the organisation is all about.  It provide the view of people behaviour about the organisation.  It's a multi- dimensional concept .

14. Elements of organisational climate Individual autonomy -It implies the degree to which employees are free to manage themselves, have considerable decision- making power and are not continuously accountable to higher management. Position structure -The degree to which objectives of jobs and methods for accomplishing it are established and communicated to the employees. Reward orientation -It means the degree to which an organisation rewards individuals for hard work or achievement. It is high when an organisation orients people to perform better and rewards them for do the work.

15. Elements of organisational climate Task orientation -If the management is task oriented , the leadership style will be automatic do the work. Relations orientation or consideration -The organisational climate will be considerate and supportive if the managers are Relation- oriented while dealing with employees. Employee needs are very important in any organisations. This will give motivation to employees. Job satisfaction -Employee satisfaction are very important for any organisation, and it is very important in organisational climate. It gives motivation to employees to work more and more. Morale -It gives attitudes and sentiments of organisational members towards the organisation members. If it is high , there will be an atmosphere of cooperation in the organisation. But if the morale is low, there will be conflicts between employees. Control -Having full control over the workers. Control is either two types either flexible or flexible

16. Factors Affecting Organizational Climate and Retention Organisational change -Change refers to new reporting relationships, responsibilities, procedures, policies, equipment, tools, and/or software used on the job. Think about how an organization or work unit responds to change as a whole, rather than how individuals respond. Communication. Service- Service is defined as meeting the needs and expectations of the persons (children, youth and families) for whom you are performing your work. This does not refer to the management, but the persons who benefit from the work. Compensation -Monetary compensation is an employee's gross payroll pay rate and benefits programs funded by an organization or agency. Flexitime and benefits like agency-based childcare are closely related to compensation

17. Leader "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren Bennis Types of Leadership Style

18. Types of Leadership Style Autocratic: – Leader makes decisions without reference to anyone else – High degree of dependency on the leader – Can create de-motivation and alienation of staff – May be valuable in some types of business where decisions need to be made quickly and decisively

19. Democratic: Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation – Consultative: process of consultation before decisions are taken – Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

20. Laissez-Faire: Let it be‘ – the leadership responsibilities are shared by all – Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life – Can make coordination and decision making time-consuming and lacking in overall direction – Relies on good team work – Relies on good interpersonal relations

21. Paternalistic: 1. Leader acts as a father figure‘ 2. Paternalistic leader makes decision but may consult 3. Believes in the need to support staff 4. Theories of Leadership

22. Early Theories: Great Man Theories: Leaders are exceptional people, born with innate qualities, destined to lead • Term 'man' was intentional - concept was primarily male, military and Western Trait Theories • Research on traits or qualities associated with leadership are numerous • Traits are hard to measure. For example, how do we measure honesty or integrity?

23. Leadership Traits Group Exercise: • Choose leaders YOU admire • What personality traits and skills do they have?

24. Traits • Adaptable to situations • Alert to social environment • Ambitious and achievement orientated • Assertive • Cooperative • Decisive Dependable • Dominant (desire to influence others) • Energetic (high activity level) • Persistent • Self-confident • Tolerant of stress Willing to assume responsibility

25. Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about group task • Organised (administrative ability) • Persuasive • Socially skilled

26. Functional Theories (John Adair, Action Centred Leadership, 1970) Leader is concerned with the interaction of 3 areas: • Task – goal setting, methods and process • Team – effective interaction/communication, clarify roles, team morale • Individual – attention to behaviour, feelings, coaching, CPD

27. Behaviourist Theories (Blake and Mouton, Managerial grid, 1964) • Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated Different leadership behaviours categorised as leadership styles‘ e.g. autocratic, persuasive, consultative, democratic • Doesn‘t provide guide to effective leadership in different situations

28. Situational/contingency Leadership (Hersey-Blanchard, 1970/80) Leadership style changes according to the 'situation and in response to the individuals being managed – their competency and motivation Transformational Theory (Bass and Avolio , 1994) • Leaders inspire individuals, develop trust, and encourage creativity and personal growth • Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.

29. Group Influences A collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of camaraderie, and who work together to achieve a common set of goals

30. Group influence  Group types  Primary  Secondary - Brand community  Formal v. informal groups  Aspiration v. dissociative  Conformity -Peer pressure

31. Social Power Types of power  Referent  Legitimate  Expert  Reward  Coercive

32. Reference Group Influences Types  Informational  Utilitarian  Value-expressive Value & Reference groups  Utilitarian  Hedonic

33. Reference Group Influence What makes people susceptible to group influence?  Attention to social comparison information  Separateness-connectedness  Connected self-schema  Social influence and embarrassment

34. Job Challenge The Job Challenge Profile (JCP) is a self-assessment that will gauge workplace challenges and highlights prime learning experiences. This profile can show you or your employees how to seek, challenge and develop the valuable skills needed within ones professional life

35. What does the Job Challenge Profile assess? There are five clusters of job components that represent major aspects of managerial work: › Experiencing a job transition › Creating change › Managing high levels of responsibility › Managing boundaries › Dealing with diversity

36. The benefits of using the Job Challenge Profile › Versatile: can be administered to managers and leaders at all levels and organization types › Quick, easy to understand and administer › Comprehensive Facilitator‘s Guide

37. Job assignments Job assignments are one of the oldest and most important forms of leader development. It can give you the opportunity to learn by doing, and more importantly, allow you to grow as a leader. But not every job can help develop leadership, however. It must be something that stretches you, pushes you out of your comfort zone, and requires you to think and act differently.

38. What makes a job developmental? 1. Job transitions . A change in work role – whether change in content, level of responsibility or location – requires you to handle responsibilities that are in some way unfamiliar and where the usual routines and behaviors are no longer adequate. 2. Creating change . Jobs that require you to create change call for actions and decisions in the face of uncertainty and ambiguity. You are responsible for new directions, must address inherited problems and face problems with employees who are dealing with change.

39. What makes a job developmental? 3.High levels of responsibility . Assignments with high levels of responsibility have greater breadth, visibility and complexity; they also expose you to pressure and high-stakes decisions. 4. Managing boundaries . Most leaders are accustomed to managing downward. In situations where you must work across lateral boundaries your new challenge is to work with people over whom you have no formal or direct authority.

40. What makes a job developmental? 5. Dealing with diversity . Most organizations are experiencing rapid and substantial increases in diversity, not only in the domestic workforce but also in the demands of operating in the global arena. This requires you to learn to work with and manage people from different cultures or countries as well as with people of both genders and of different racial and ethnic backgrounds

41. Competition From a managerial perspective, competition generally falls into the external environment, though it can also take shape in the internal environment through rivalry between strategic business units (SBUs). For managers, understanding the external competitive landscape is a critical factor in assessing company strategies and benchmarking appropriately to ensure the competitiveness of the firm. Businesses that fail to keep pace with their rivals will eventually be overpowered and often forced to develop an exit strategy

42. Avoiding the risks of competitive factors demands a strong understanding of operational efficiency (low cost), quality production, differentiation, and competitive advantage or who you target and whether or not you have a cost or quality advantage

43. Managerial Styles (Hay- McBer ) DIRECTIVE : The DIRECTIVE (Coercive) style has the primary objective of immediate compliance from employees:  The―do it the way I tell you‖ manager  Closely controls employees  Motivates by threats and discipline Effective when:  There is a crisis  When deviations are risky Not effective when:  Employees are underdeveloped – little learning happens with this style  Employees are highly skilled – they become frustrated and resentful at the micromanaging.

44. AUTHORITATIVE: The AUTHORITATIVE (Visionary) style has the primary objective of providing long-term direction and vision for employees:  The ―firm but fair‖ manager  Gives employees clear direction  Motivates by persuasion and feedback on task performance Effective when:  Clear directions and standards needed  The leader is credible Ineffective when:  Employees are underdeveloped – they need guidance on what to do  The leader is not credible – people won‘t follow your vision if they don‘t believe in it

45. AFFILIATIVE: The AFFILIATIVE style has the primary objective of creating harmony among employees and between manager and employees:  The ―people first, task second‖ manager  Avoids conflict and emphasizes good personal relationships among employees  Motivates by trying to keep people happy Effective when: Used with other styles  Tasks routine, performance adequate  Counselling, helping  Managing conflict Least effective when:  Performance is inadequate – affiliation does not emphasise performance  There are crisis situations needing direction

46. PARTICIPATIVE : The PARTICIPATIVE (Democratic) style has the primary objective of building commitment and consensus among employees:  The ―everyone has input‖ manager  Encourages employee input in decision making  Motivates by rewarding team effort Effective when:  Employees working together  Staff have experience and credibility  Steady working environment Least effective when:  Employees must be coordinated  There is a crisis – no time for meetings  There is a lack of competency – close supervision required

47. PACESETTING: The PACESETTING style has the primary objective of accomplishing tasks to a high standard of excellence:  The ―do it myself‖ manager  Performs many tasks personally and expects employees to follow his/her example  Motivates by setting high standards and expects self-direction from employees Effective when:  People are highly motivated, competent  Little direction/coordination required  When managing experts Least effective when:  When workload requires assistance from others  When development, coaching & coordination required

48. COACHING : The COACHING style has the primary objective of long-term professional development of employees:  The ―developmental‖ manager  Helps and encourages employees to develop their strengths and improve their performance  Motivates by providing opportunities for professional development Effective when: