Managerial effectiveness

BALAJI S
MBA PT
CEG ANNA UNIVERSITY

CURRENT INDUSTRIAL &
GOVERNMENT PRACTISES
IN MANAGEMENT OF
MANAGERIAL EFFECTIVENESS

The government and industries have adopted certain practices
to ensure the effectiveness of managers which involves
 completion of work on time,
 effective and efficient output,
 management of knowledge and information,
 careful preparations of meetings and presentations and follow-up
with deviations and corrections to ensure that agreements and
commitments have been fulfilled.

 Sets up procedures to ensure high quality of work (e.g., review
meetings).
 Arrange for training and executive development programs
 Involvement in career development program of its employees.
 Monitor the quality of work through performance appraisal.
 Verification of information through feedback.
 Checking the accuracy of one’s own and other’s 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.
 Carefully reviewing and checking the accuracy of information in work
reports
(e.g., production, sales, financial performance) provided by
management, management information systems, or other individuals
and groups.

1.DEVELOPING INITIATIVES
Drive : High motivation for work and also encourage others to work
towards a common goal.
Energy : Enthusiastic in work place.
Self-starter : Does jobs proactively and seizes the opportunities.

2.ENCOURAGING SELF MANAGEMENT APPROACH
Team player : Works in a team, supports and encourages team
members.
Leader : Defines goals and standards of performance, delegates and
allocates work according to abilities.
Develops subordinates : Identifies, train and involves people in all
activities.
Individual / Disciplined : Maintains decorum of the workplace,
has respect for seniors and junior

3.Facilitating
appropriate Communication
Articulate / expressive: Can communicate (verbal & written) in a
fashion, which is understood and appreciated by people.
Persuasive/ winning : Sticks to a problem until it is resolved.
Supportive : Supports subordinates in their work.
Confident : Has confidence in his values and action. The skills and
competencies of their managers would help them perform better in
certain core areas.
Ability to plan : Formulate, plans and business goals.

Organize : Divide jobs into logical entities.
Execute : Works according to plans.
Meet Deadlines : Follow a strict schedule and completes a job.

Effective manager as anOptimizer
Effective Manager is one who is an optimizer in utilizing all
available and potential resources – material, human, and financial –
both within and without the organization, towards it sustained long
term functioning .
Managers try to do something differently from their less effective
employees. This helps them in achieving better and improved results.
Managers have high concern for the people within the organization
as well as outside the organization, like society, shareholders, etc.
along with productivity

Managers are able to communicate well with their co-workers. This
helps them in building networks, solving problems of workers etc…
 Allow the employees to influence other members in an organization
for better performance and productivity
Have influence upward as well as downward
Minimize status differences between various level of an organization

Adoption of Skills by Managers for Effective Management of Corporate
Certain skills should be practiced and developed by the managers
in order to efficiently perform their responsibilities in a competitive
driven business environment.
1. Problem solving:
 Identifies the specific information needed to clarify a situation or to
make a decision.
 Gets more complete and accurate information by checking the
multiple sources.

 Probes skillfully to get at the facts, when others are
reluctant/unwilling to provide full, detailed information.
 Questions others to assess their confidence in solving a problem or
tackling a situation.
 Asks questions to clarify a situation.
 Seeks the perspective of everyone involved in a situation.
 Seeks out knowledgeable people to obtain information or clarify a
problem

2. Analytical thinking: The ability to tackle a problem by using a
logical, systematic, sequential approach.
Makes a systematic comparison of two or more alternatives.
 Notices discrepancies and inconsistencies in available information.
 Identifies a set of features, parameters or considerations to take into
account, in analyzing a situation or making a decision.
 Approaches a complex task or problem by breaking it down into its
component parts and considering each part in detail.

Weigh the costs, benefits, risks and chances for success, in making a
decision.
 Identifies many possible causes for a problem.
 Carefully weighs the priority of things to be done.
3. Forward thinking: The ability to anticipate the implications and
consequences of situations and take appropriate action to be prepared
for possible contingencies

Anticipates possible problems and develops contingency plans in
advance.
Notices trends in the industry or market place and develops plans to
prepare for opportunities or problems.
Anticipates the consequences of situations and plans accordingly.
Anticipates how individuals and groups will react to situations and
information and plans accordingly.

4. Conceptual thinking: The ability to find effective solutions by
taking a holistic, abstract, for theoretical perspective.
Notices similarities between different unrelated situations.
Quickly identifies the central or underlying issues in a complex
situation.
 Creates a graphic diagram showing a systems view of a situation.

5. Strategic thinking: The ability to analyze the organization’s
competitive position by considering market and industry trends,
existing and potential customers (internal and external), and strengths
and weaknesses as compared to competitors.
Understands the organization’s strengths and weaknesses as
compared to competitors.
 Understands the industry and market trends affecting the
organization’s competitiveness.

6. Technical expertise: The ability to demonstrate depth of
knowledge and skill in a technical area.
Effectively applies technical knowledge to solve a range of problems.
Possesses an in-depth knowledge and skill in a technical area.
Develops technical solutions to new or highly complex problems that
cannot be solved using existing methods or approaches.
Is sought out as an expert to provide advice or solutions in his/her
technical specialization.

7. Entrepreneurial orientation: The ability to look for and seize
profitable business opportunities; willingness to take calculated risks to
achieve business goals.
Notices and seizes profitable business opportunities.
 Stays abreast of business, industry and market information that may
reveal many business opportunities.
 Demonstrates willingness to take calculated risks to achieve business
goals.

Proposes innovative business deals to potential customers, suppliers
and business partners.
 Encourages and supports entrepreneurial behavior in others.
8. Fostering innovation: The ability to develop, sponsors, or
support the introduction of new and improved method, products,
procedures, or technologies.
 Personally develops a new product or service, process or approach,
methods and technologies.

Supports the development of new products, services, methods or
procedures.
 Develops better, faster, or less expensive ways to do things.
 Works cooperatively with others to produce innovative solutions.
9. Results Orientation: The ability to focus on the desired result
of one’s own or one’s unit work setting challenging goals, focusing
effort on the goals and meeting or exceeding them.

Develops challenging but achievable goals.
Develops clear goals for meetings and projects.
Maintains commitment to goals in the face of obstacles and
frustrations.
Finds or creates ways to measure performance against set goals.
Exerts unusual effort over time to achieve a goal.

10.Decisiveness: The ability to make difficult decisions in a timely
manner.
Is willing to make decisions in difficult or ambiguous situations, when
time is critical.
Takes charge of a group when it is necessary to facilitate change,
overcome an impasse, face issues, or ensure that decisions are made.
Makes tough decisions (e.g., closing a facility, reducing staff,
accepting or rejecting a high-stakes deal).

11.Self Confidence: Faith in one’s ideas and capability to be
successful; willingness to take an independent position in the face of
any opposition.
Is confident of own ability to accomplish goals.
Presents oneself impressively
Is willing to speak up to the right person or group at the right time,
when he/she disagrees with a decision or strategy.

12. Stress Management: The ability to keep functioning
effectively when under pressure and maintain self control in the face of
hostility or provocation/ frustration.
Remains calm under stress.
Can effectively handle several problems or tasks at once.
Controls his/her response when criticized, attacked or provoked.
Maintains a sense of humor under difficult circumstances.
Manages own behavior to prevent or reduce feelings of stress.

13.Personality Credibility: Demonstrated concern that one be
perceived as responsible, reliable and trustworthy.
Does what he/she commits to doing.
Respects the confidentiality of information or concerns shared by
others.
Is honest and forthright/direct with people.
Carries his/her fair share of the workload.
Takes responsibility for own mistakes; does not blame others.
Conveys a command of the relevant facts and information.

14.Flexibility: Openness to different and new ways of doing things;
willingness to modify one’s preferred way of doing things.
Is able to see the merits of perspectives other than his/her own.
Demonstrates openness to new organizational structure, procedures
and technology.
Switches to a different strategy when an initially selected one is
unsuccessful.
Demonstrates a willingness to modify a strongly held position in the
face of contrary evidence.

Managerial effectiveness

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Managerial effectiveness