mob_ch07~managerial behaviour and effectiveness

8/8/2019 MOB_ch07~Managerial Behaviour and Effectiveness

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Management and Organisational BehaviourManagement and Organisational Behaviour

7th Edition7th Edition

CHAPTER 7CHAPTER 7

Managerial Behaviour andManagerial Behaviour and

EffectivenessEffectiveness


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Managerial style & behaviourManagerial style & behaviour

The successful manager has the ability toThe successful manager has the ability tohandle people effectivelyhandle people effectively

People respond according to the manner inPeople respond according to the manner inwhich they are treatedwhich they are treated

The behaviour of managers & their style ofThe behaviour of managers & their style ofmanagement will influence the level ofmanagement will influence the level ofperformance achieved by subordinate staffperformance achieved by subordinate staff


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Assumptions about human natureAssumptions about human nature

Theory XTheory XTheory X assumes thatTheory X assumes that

The average person is lazy & has an inherent dislike ofThe average person is lazy & has an inherent dislike ofworkwork

Most people must be coerced, controlled, directed &Most people must be coerced, controlled, directed &threatened with punishments if the organisation is tothreatened with punishments if the organisation is toachieve its objectivesachieve its objectives

The average person avoids responsibility, preferring toThe average person avoids responsibility, preferring tobe directedbe directed

Motivation occurs only at the physiological & securityMotivation occurs only at the physiological & securitylevelslevels


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Theory YTheory YTheory Y assumes thatTheory Y assumes that

For most people work is as natural as play orFor most people work is as natural as play orrestrest

People will exercise selfPeople will exercise self--direction & selfdirection & self--controlcontrol

Commitment to objectives is a function ofCommitment to objectives is a function of

rewards associated with their achievementrewards associated with their achievement Given the right conditions, the average workerGiven the right conditions, the average workercan accept and seek responsibilitycan accept and seek responsibility


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Theory YTheory Y

Theory Y assumes thatTheory Y assumes that --

The capacity for creativity in solvingThe capacity for creativity in solvingorganisational problems is distributed widelyorganisational problems is distributed widely

The intellectual potential of the average personThe intellectual potential of the average personis only partially utilisedis only partially utilised

Motivation occurs at the affiliation, esteem &Motivation occurs at the affiliation, esteem &selfself--actualisation levelsactualisation levels


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As situations demandsAs situations demands

Theory X and Y represent extremes of theTheory X and Y represent extremes of the

natural inclination of managers towards anatural inclination of managers towards aparticular style of behaviourparticular style of behaviour

In practice the actual management styleIn practice the actual management styleadopted is influenced by the demands of theadopted is influenced by the demands of the

given situationgiven situation


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Japanese Theory ZJapanese Theory Z

Characteristics of a Theory Z organisationCharacteristics of a Theory Z organisation

LongLong--term employment, often for a lifetimeterm employment, often for a lifetime

Relatively slow process of evaluation andRelatively slow process of evaluation andpromotionpromotion

Development of companyDevelopment of company--specific skills &specific skills &

moderately specialised career pathmoderately specialised career path

OuchiOuchi


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Japanese Theory ZJapanese Theory Z

Characteristics of a Theory Z organisationCharacteristics of a Theory Z organisation

Implicit, informal control mechanisms supportedImplicit, informal control mechanisms supportedby explicit, formal measuresby explicit, formal measures

Participative decisionParticipative decision--making but individualmaking but individualultimate responsibilityultimate responsibility

Broad concern for the welfare of subordinates &Broad concern for the welfare of subordinates &coco--workers as a natural part of a workingworkers as a natural part of a working

relationship & informal relationships amongrelationship & informal relationships amongpeoplepeople

OuchiOuchi


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Blake & MoutonBlake & Mouton

Managerial / leadership gridManagerial / leadership grid

The grid provides a basis for a comparison ofThe grid provides a basis for a comparison of

managerial styles in terms ofmanagerial styles in terms of

A concern for productionA concern for production

A concern for peopleA concern for people


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SourceSource: Blake, R.R. and McCanse, A.A. (1991): Blake, R.R. and McCanse, A.A. (1991) Leadership DilemmasLeadership Dilemmas Grid SolutionsGrid Solutions, Gulf Publishing, Gulf Publishing

Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.

Figure 7.1Figure 7.1


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combinationscombinations9,19,1 autocratic, relying on centralised systems & authorityautocratic, relying on centralised systems & authority

1,91,9 hold a belief that contented staff will undertake whathold a belief that contented staff will undertake what

is required of them & achieve a reasonable level ofis required of them & achieve a reasonable level ofoutputoutput

5,55,5 middlemiddle--ofof--thethe--road, live & let live approach with aroad, live & let live approach with a

tendency to avoid the real issuestendency to avoid the real issues

9,99,9 integrate task needs & concern for peopleintegrate task needs & concern for people


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Additional stylesAdditional styles Opportunistic managementOpportunistic management -- organisationalorganisational

performance occurs according to a system ofperformance occurs according to a system of

exchangesexchanges

Paternalistic /maternalistic managementPaternalistic /maternalistic management -- reward &reward &

approval are granted to people in return for loyalty &approval are granted to people in return for loyalty &obedience; punishment is threatened for failure toobedience; punishment is threatened for failure to

complycomply


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Dominant style of managementDominant style of management

The dominant style of management is influenced in anyThe dominant style of management is influenced in any

particular situation by:particular situation by:

OrganisationOrganisation -- tthe nature of the organisation in whichhe nature of the organisation in whicha manager is employeda manager is employed

ValuesValues -- the personal values, beliefs or ideals of thethe personal values, beliefs or ideals of the

managermanager

Personal historyPersonal history -- tthe deep rooted personal history ofhe deep rooted personal history ofthe managerthe manager

ChanceChance -- chance has not provided the manager with anchance has not provided the manager with an

opportunity to learnopportunity to learn


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Likerts management systemLikerts management system

1.1. Exploitive authoritativeExploitive authoritative decisions imposed on staffdecisions imposed on staff

& motivation is based on threats& motivation is based on threats

2.2. Benevolent authoritativeBenevolent authoritative condescending form ofcondescending form ofleadership with motivation based on system ofleadership with motivation based on system of

rewardsrewards

3.3. ConsultativeConsultative some trust in staff, motivation basedsome trust in staff, motivation based

on rewards & also some involvementon rewards & also some involvement

4.4. ParticipativeParticipative involves trust & confidence in staffinvolves trust & confidence in staff

with motivation based on rewards for achievement ofwith motivation based on rewards for achievement of

agreed goalsagreed goals


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Supportive relationshipsSupportive relationships

These relationships are intended to enhance selfThese relationships are intended to enhance self--

esteem and ego building. They contribute toesteem and ego building. They contribute to

subordinates sense of personal worth,subordinates sense of personal worth,

significance and dignity.significance and dignity.


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Supportive relationshipsSupportive relationships

A superiors behaviour is supportive when there is:A superiors behaviour is supportive when there is:

Mutual confidence & trustMutual confidence & trust Opportunity to maintain a good incomeOpportunity to maintain a good income

An understanding of work problems & help in doingAn understanding of work problems & help in doing

the jobthe job

Genuine interest in personal problemsGenuine interest in personal problems Help with training to assist promotionHelp with training to assist promotion

A sharing of informationA sharing of information


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Management by objectives (MBO)Management by objectives (MBO)

A management style or system that relates organisationalA management style or system that relates organisational

goals to individual performance & development throughgoals to individual performance & development through

involvement of all levels of managementinvolvement of all levels of management

The basis for MBO isThe basis for MBO is

The setting of objectives & targetsThe setting of objectives & targets

Participation by individual managers in agreeing unitParticipation by individual managers in agreeing unitobjectives & criteria of performanceobjectives & criteria of performance

The continual review & appraisal of resultsThe continual review & appraisal of results


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Figure 7.4

The cycle ofThe cycle of

MBO activitiesMBO activities


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MBO advantages & constraintsMBO advantages & constraints

Provides the opportunityProvides the opportunityfor staff to accept greaterfor staff to accept greaterresponsibility & makeresponsibility & make

higher level of personalhigher level of personalcontributioncontribution

Modern form of scientificModern form of scientific

managementmanagement

Places too muchPlaces too much

emphasis on individualemphasis on individual

job definition &job definition &

management authoritymanagement authoritystructurestructure

Assumes no conflictAssumes no conflict

between individual &between individual &

organisational goalsorganisational goals Not always easy to setNot always easy to set

specific targets or figuresspecific targets or figures

for senior jobsfor senior jobs


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Five essential principlesFive essential principles

Successful management of people is based on:Successful management of people is based on:

honesty, trust, openness, mutual respect, cohonesty, trust, openness, mutual respect, co--operation &operation &

supportsupport

a perception of employees as an essential asset to bea perception of employees as an essential asset to beinvested ininvested in

a clearly established set of principles applied in dailya clearly established set of principles applied in daily

taskstasks

fundamental leadership relating to vision, charisma &fundamental leadership relating to vision, charisma &ability to gain team commitment & coability to gain team commitment & co--operationoperation

the establishment of essential practices such as settingthe establishment of essential practices such as setting

high standards & achieving themhigh standards & achieving them


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The effective management of peopleThe effective management of peopleFigure 7.5


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The golden rule managementThe golden rule management

philosophyphilosophy

Trust people fairly but according to meritTrust people fairly but according to merit

Make others feel importantMake others feel important

Motivate people by praiseMotivate people by praise

Encourage feedbackEncourage feedback Sandwich every bit of criticism between twoSandwich every bit of criticism between two

layers of heavy praiselayers of heavy praise

Have an openHave an open--door philosophydoor philosophy

Help other people get what they wantHelp other people get what they want

Never hide behind policy or pomposityNever hide behind policy or pomposity


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Figure 7.6:Figure 7.6:

How to get alongHow to get along

with people youwith people you

work withwork with


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Managerial effectivenessManagerial effectiveness

A study byA study by Proudfoot ConsultingProudfoot Consulting reported thatreported that

Poor planning & inadequate management are stillPoor planning & inadequate management are still

the key reasons for the majority of time wastedthe key reasons for the majority of time wasted

globally in the workplaceglobally in the workplace


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Effective & successful managersEffective & successful managers

LuthansLuthans makes the following distinction:makes the following distinction:

Effective managersEffective managers defined in terms of thedefined in terms of the

quantity & quality of standards of performance &quantity & quality of standards of performance &

the satisfaction & commitment of subordinatesthe satisfaction & commitment of subordinates

Successful managersSuccessful managers defined operationallydefined operationallyin terms of the speed of their performance withinin terms of the speed of their performance within

the organisationthe organisation


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Assessing a managers effectivenessAssessing a managers effectiveness

A managers effectiveness can be assessedA managers effectiveness can be assessed

using the following:using the following:

The strength of motivation &The strength of motivation &

the morale of staffthe morale of staff

The success of their training &The success of their training &developmentdevelopment

The creation of anThe creation of an

organisational environment inorganisational environment inwhich staff work willingly &which staff work willingly &effectivelyeffectively

Meeting important deadlinesMeeting important deadlines

Accuracy of workAccuracy of work

Level of complaintsLevel of complaints

Adherence to quality standardsAdherence to quality standards

ProductivityProductivity

Adhering to budgets setAdhering to budgets set


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Apparent Effectiveness and Personal EffectivenessApparent Effectiveness and Personal Effectiveness


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Me or LeMe or Le Me or LeMe or Le

ME or LeME or LeMe or LeMe or Le

MeMe

LeLe


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The 3The 3--D model of managerial effectivenessD model of managerial effectivenessMORE EFFECTIVEMORE EFFECTIVE


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The 3The 3--D model of managerial effectivenessD model of managerial effectivenessLESS EFFECTIVELESS EFFECTIVE


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General criteria of managerialGeneral criteria of managerial

effectivenesseffectiveness

The managers workThe managers work

The manager him/herselfThe manager him/herself

The managers relationship with other peopleThe managers relationship with other people

The manager as part of the organisationThe manager as part of the organisation

Criterion of general effectivenessCriterion of general effectiveness


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mob_ch07~managerial behaviour and effectiveness

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