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Managerial Behaviour and Effectiveness

The document discusses various theories and models of management styles and effectiveness, including theories X and Y about human motivation, Blake and Mouton's managerial grid, Likert's management systems, and the 3D model of managerial effectiveness which assesses work, the manager, relationships, and organizational fit. Effective managers are able to motivate staff, meet objectives, develop others, and create an environment where people work willingly and productively.

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4K views

Managerial Behaviour and Effectiveness

The document discusses various theories and models of management styles and effectiveness, including theories X and Y about human motivation, Blake and Mouton's managerial grid, Likert's management systems, and the 3D model of managerial effectiveness which assesses work, the manager, relationships, and organizational fit. Effective managers are able to motivate staff, meet objectives, develop others, and create an environment where people work willingly and productively.

Uploaded by

Gaara165
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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c  


   

    

c

 
  
 
 c   
 

Managerial style & behaviour

‡ The successful manager has the ability to


handle people effectively

‡ People respond according to the manner in


which they are treated

‡ The behaviour of managers & their style of


management will influence the level of
performance achieved by subordinate staff
cssumptions about human nature
Theory X
Theory X assumes that ±

‡ The average person is lazy & has an inherent dislike of


work
‡ Most people must be coerced, controlled, directed &
threatened with punishments if the organisation is to
achieve its objectives
‡ The average person avoids responsibility, preferring to
be directed
‡ Motivation occurs only at the physiological & security
levels
cssumptions about human nature
Theory Y
Theory Y assumes that ±

‡ For most people work is as natural as play or


rest
‡ People will exercise self
self--direction & self
self--control
‡ Commitment to objectives is a function of
rewards associated with their achievement
‡ Given the right conditions, the average worker
can accept and seek responsibility
cssumptions about human nature
Theory Y

Theory Y assumes that -

‡ The capacity for creativity in solving


organisational problems is distributed widely
‡ The intellectual potential of the average person
is only partially utilised
‡ Motivation occurs at the affiliation, esteem &
self--actualisation levels
self
cs situations demands

‡ Theory X and Y represent extremes of the


natural inclination of managers towards a
particular style of behaviour

‡ In practice the actual management style


adopted is influenced by the demands of the
given situation
vapanese Theory Z
Characteristics of a Theory Z organisation ±

‡ Long
Long--term employment, often for a lifetime
‡ Relatively slow process of evaluation and
promotion
‡ Development of company
company--specific skills &
moderately specialised career path

Ouchi
vapanese Theory Z
Characteristics of a Theory Z organisation ±

‡ Implicit, informal control mechanisms supported


by explicit, formal measures
‡ Participative decision
decision--making but individual
ultimate responsibility
‡ Broad concern for the welfare of subordinates &
co--workers as a natural part of a working
co
relationship & informal relationships among
people

Ouchi
Blake & Mouton
Managerial / leadership grid
The grid provides a basis for a comparison of
managerial styles in terms of ±

‡ c concern for production

‡ c concern for people


Ä 
Managerial / leadership grid

§ 
:: Blake, R.R. and McCanse, c.c. (1991) 




  
 § 

,, Gulf Publishing
Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.
Managerial / leadership grid
combinations
9,1 ± autocratic, relying on centralised systems & authority

1,9 ± hold a belief that contented staff will undertake what


is required of them & achieve a reasonable level of
output

5,5 ± middle
middle--of
of--the
the--road, live & let live approach with a
tendency to avoid the real issues

9,9 ± integrate task needs & concern for people


Managerial / leadership grid
cdditional styles
‡ '  !! - organisational
performance occurs according to a system of
exchanges

‡ " #! !! - reward &


approval are granted to people in return for loyalty &
obedience; punishment is threatened for failure to
comply
Dominant style of management
The dominant style of management is influenced in any
particular situation by:

‡ '  he nature of the organisation in which


a manager is employed
‡ $ - the personal values, beliefs or ideals of the
manager
‡ "    he deep rooted personal history of
the manager
‡ % - chance has not provided the manager with an
opportunity to learn
Likert¶s management system

 &  
  
 ± decisions imposed on staff
& motivation is based on threats
 
  
 ± condescending form of
leadership with motivation based on system of
rewards
 % 
 ± some trust in staff, motivation based
on rewards & also some involvement
' " 
 ± involves trust & confidence in staff
with motivation based on rewards for achievement of
agreed goals
§upportive relationships

These relationships are intended to enhance self-


self-
esteem and ego building. They contribute to
subordinates¶ sense of personal worth,
significance and dignity.
§upportive relationships

c superior¶s behaviour is supportive when there is:

‡ Mutual confidence & trust


‡ Opportunity to maintain a good income
‡ cn understanding of work problems & help in doing
the job
‡ Genuine interest in personal problems
‡ Help with training to assist promotion
‡ c sharing of information
Management by objectives (MBO)

c management style or system that relates organisational


goals to individual performance & development through
involvement of all levels of management

The basis for MBO is ±


‡ The setting of objectives & targets
‡ Participation by individual managers in agreeing unit
objectives & criteria of performance
‡ The continual review & appraisal of results
( 
Ä '
' 

MBO advantages & constraints

‡ Provides the opportunity ‡ Places too much


for staff to accept greater emphasis on individual
responsibility & make job definition &
higher level of personal management authority
contribution
structure
‡ cssumes no conflict
‡ Modern form of scientific between individual &
management organisational goals
‡ Not always easy to set
specific targets or figures
for senior jobs
Five essential principles
§uccessful management of people is based on:
‡ honesty, trust, openness, mutual respect, coco--operation &
support
‡ a perception of employees as an essential asset to be
invested in
‡ a clearly established set of principles applied in daily
tasks
‡ fundamental leadership relating to vision, charisma &
ability to gain team commitment & co-co-operation
‡ the establishment of essential practices such as setting
high standards & achieving them
Ä )

The effective management of people


The golden rule management
philosophy
‡ Trust people fairly but according to merit
‡ Make others feel important
‡ Motivate people by praise
‡ Encourage feedback
‡ §andwich every bit of criticism between two
layers of heavy praise
‡ Have an open
open--door philosophy
‡ Help other people get what they want
‡ Never hide behind policy or pomposity
Ä *
+    
    
, 
Managerial effectiveness

c study by Proudfoot Consulting reported that ±

Poor planning & inadequate management are still


the key reasons for the majority of time wasted
globally in the workplace
Effective & successful managers
Luthans makes the following distinction:

‡  
 ! ± defined in terms of the
quantity & quality of standards of performance &
the satisfaction & commitment of subordinates

‡ -  ! ± defined operationally


in terms of the speed of their performance within
the organisation
c  !  

c !  
   
   *

‡ The strength of motivation & ‡ Meeting important deadlines


the morale of staff
‡ cccuracy of work
‡ The success of their training &
development ‡ Level of complaints

‡ The creation of an ‡ cdherence to quality standards


organisational environment in
which staff work willingly &
effectively ‡ Productivity

‡ cdhering to budgets set


c   
  "   

  .   .



  .   .

.
The 3-
3-D model of managerial effectiveness
' ÄÄ%($
The 3-
3-D model of managerial effectiveness
.-- ÄÄ%($
General criteria of managerial
effectiveness

‡ The manager¶s work


‡ The manager him/herself
‡ The manager¶s relationship with other people
‡ The manager as part of the organisation
‡ Criterion of general effectiveness

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