LEADERSHIP AND CHANGE
MANAGEMENT REFLECT YOUR MANAGERIAL EFFECTIVENESS
WITHIN AN ORGANISATION
LECTURE 2
BY
RAHAT KAZMI PREPARED BY: RAHAT KAZMI
SEPTEMBER 2010
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Reflect your Managerial
Effectiveness within an
Organisation
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After today you all
will know what is
expected of you
in an organisation
towards your
managerial effectiveness
Objectives
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What Is the Meaning of Managerial Effectiveness?
Managerial effectiveness is a leader’s
ability to achieve desired results.
How well he applies his skills and
abilities in guiding and directing others
determines whether he can meet those
results effectively.
If he can, his achievements are poised to
help the organization gain a competitive
edge against rival organizations
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Transformation of a Managerial Role
Traditionally, performance has been viewed as a function of ability and motivation.
Failure to boost performance reflects not a lack of motivation or ability, but an inaccurate reading of the manager's role.
Role of a Manager has changed significantly from what was needed yesterday.
Especially in our fast-paced, information-limited, and highly competitive technology-based organizations.
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Gauging Managerial Effectiveness
Managerial effectiveness is gauged by the results a
leader achieves.
Results are generally believed to be influenced by
the organization’s established culture.
A good leader must adapt to the organization’s
culture and make sure her skills are aligned with
organizational goals in order to achieve positive
results.
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The Skills of an Effective Manager
Technical, People and conceptual skills that can make him
an effective leader, according to theoretical models of
leadership.
Technical skills include specialized training, skilled
performance of specific tasks, expertise in a specific
field or industry and the ability to apply specialized
knowledge to tasks and objectives.
People skills include the ability to work well with others,
motivate workers, resolve conflicts, delegate roles and
communicate objectives clearly.
Conceptual skills are broader and more self-actualized.
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The Skills of an Effective Manager
They include the ability to see the organization in the context of its industry.
The ability to understand how each part of the organization functions as a whole.
The ability to visualize a future course of action based on current organizational and industry trends.
The ability to analyze and diagnose complex situations.
The ability to understand the interrelationships at work in the organization.
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Achieving Results
Senior management is responsible for identifying the core competencies of the organization.
And making sure those competencies are complemented by its managers and its overall workforce.
It is up to senior management to strategically place a manager in the department where his/her skills and competencies will reflect the current and future needs of the organization.
In order to effectively achieve results that benefit the organization in the short- and long-run.
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An Example of Managerial Effectiveness
The results of a marketing project led by a finance
manager, for example, would not be as strong as the
results achieved by a marketing manager
who is well-versed in market strategy and research.
Choices such as these significantly affect an
organization's overall performance.
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A Competitive Edge
Managerial effectiveness has the potential of
creating efficiencies that create a sustainable
competitive advantage against rival organizations.
And increase opportunities for future enterprise.
It also fosters individual growth in the manager and
his/her followers
And, over time, generates shareholder value for the
organization.
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McGregor’s Theories, X & Y
Theory X is the carrot-and-stick assumptions:
The average person is lazy and has an inherent dislike of work
Most people must be coerced, controlled, directed and threatened
The average person accepts responsibility, prefers to be directed, lacks ambition and values security.
Motivation occurs only at the physiological and security levels
The central principle of theory x is direction and control
Using a centralised system of organisation
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McGregor’s Theories, X & Y
Theory Y is the integration of individual and
Organisational
goals:
For most people work is as natural as play and rest
People will exercise self-direction and self-control in the
service of objectives to which they are committed
Given the right conditions, the average worker can learn to
accept and to seek responsibility.
Mullins (2007)
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Theory Z by Ouchi
Theory Z organization is described by:
Long-term employment, often for a lifetime
Relatively slow process of evaluation and promotion
Development of company specific skills, and moderately
specialised career path
Participative decision-making by consensus
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8 Styles of Managerial Behaviour
More effective style in terms
of tasks and relationships:
Bureaucratic-main interest is in rules and procedures
Benevolent autocrat-managers achieve tasks without resentments
Developer-having implicit trust in people to develop them
Executive-a good motivator, sets high standards, favours teams
Less effective styles in terms
of tasks and relationships:
Deserter-passive and negative manager
Autocrat-lacks confidence in others. Interested only in tasks
Missionary-interest lies only in preserving harmony
Compromiser-too easily influenced by pressure. A poor decision maker
According to Reddin (1970) in his 3-D model of managerial effectiveness there are
eight styles of managerial behaviour-four effective and four ineffective styles
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Less-Effective Managers
Dislike change
Prefer predictability
Order and stability.
They believe that turbulence in their firms is temporary.
They blame it on senior management.
They prefer to wait until "things settle down“ before tackling big problems.
Highly Effective Managers
In contrast, recognize turbulence, flux, and ambiguity as facts of life.
They know the environment will never "settle down.“
Many of these managers are energized by turbulence, because it creates opportunities.
Some of these Managers would soon be bored by a predictable, stable work situation.
Embracing change
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Less-Effective Managers
Focus their time and attention on the routines of the internal organization.
Their memos and meetings revolve around budget variances, paper flow, procedures, and personnel.
They are hypersensitive to company politics
Highly Effective Managers
Attend to the organization, they are trying to accelerate it and cut the bureaucracy.
In addition, much of their attention, in and out of meetings and memos, focuses on external issues.
Such as changes in markets and technology.
Many take it upon themselves to regularly meet with customers, suppliers, and consultants.
Attending to External Realities
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Less-Effective Managers
Consider their power to get things done severely limited.
They believe that real power resides with top management.
They say, "It doesn't pay to try to get things done until senior management gets its act together."
They also believe that power comes from job titles and positions on organizational charts.
Highly Effective Managers
Distinguish formal authority and power.
They recognize that top management has more formal authority.
They believe that power, like respect, is earned, not given out.
Since these managers view power as the ability to influence people and get things done.
Anyone can have power.
Creating Power
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Less-Effective Managers
Spend relatively little time coaching their people.
They see coaching in terms of delegation.
Assigning well-defined tasks and carefully following up.
Under this kind of leadership staff leave their brains at home
Highly Effective Managers
Want people to devise new ways to do things.
Encourage them to "challenge the system" .
With an eye to improving efficiency, containing costs, and enhancing revenue.
Once they outline the fundamental do's and don'ts:
these managers get out of the way
Promoting a coaching style
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Less-Effective Managers
See their primary responsibility as meeting the demands of bosses, job descriptions, and annual goals.
They assume that it’s up to the boss to expand their job responsibilities and goals.
And often complain of being in dead-end positions.
When responsibilities are increased, they often complain about feeling overburdened.
Highly Effective Managers
Envision opportunities and accomplishments.
Seek out and grab new responsibilities.
They constantly think about how they can make things better.
In effect, they’re continually reshaping their jobs.
Expanding Job Responsibilities
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Less-Effective Managers
Recognize the importance of expertise
but are "too busy" to grow (or hire) it.
They see developing expertise as
someone else's job.
They discourage curiosity (under the
guise of "keeping people focused").
Discourage efforts to keep abreast of
developments in the technical field, the
company, and the industry.
In dealing with lower levels and other
departments, they see their role as
moderating and filtering information
flow.
This will give people what they need to
know to do "most things right."
Highly Effective Managers
See their roles as developing experts and expertise throughout the organization.
They promote specific skills and "deep talent" in everything from computers to business literacy.
They encourage subordinates to find applications for new technologies.
Promote mentoring and education programs to ensure professional vitality.
They concentrate on helping people understand the business and emphasize the importance of widening information flow.
And building internal systems to pump more knowledge through the organization.
Creating Expertise
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Less-Effective Managers
Work from a primitive philosophy of
fear
They think fear is the best motivator in
business.
They also use— as a matter of style—
intimidation, rudeness, abruptness,
broken promises, a rush to judgment.
A general tone of "the workplace is a
jungle."
Use fear to "motivate" others.
Demonstrate their own fears by
dampening other's ideas.
Especially when they differ from the
manager's preferences, or from
standard operating procedures.
Highly Effective Managers
Acknowledge the corrosive effect of fear.
While they keep high standards and exhibit a sense of urgency.
Making it safer to challenge the process so long as it’ll benefit organizational goals.
They’re comfortable working with individuals with ideas and values.
They see their role as defusing personal fears about confrontation, loss of influence, and being left behind by changes in technology and organizational structure.
They use a variety of techniques, including open-door policies, supportive feedback, and training programs.
They believe leaders must reduce fear and prevent it from enhancing the workplace and implementing change.
Driving Out Fear
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Less-Effective Managers
Want initiative and creativity from
their work associates.
Speak of their employees' need to
"think and act like businesspeople.“
Typically refuse to share financial
details with other levels and
departments.
Guard the processes for allocating
resources.
Don’t share decisions about alliance
opportunities and results of marketing
or competitive analysis studies before
thoroughly scrubbing them.
Highly Effective Managers
Want initiative and creativity from their work associates .
Speak of their employees' need to "think and act like businesspeople .
See their role as developing a culture in which everyone has the information to make decisions and take risks.
Are compensated for getting the information and acting on it.
Know this approach flies in the face of traditional compensation schemes.
Organize projects to encourage ownership and accountability by the group doing the work.
They constantly seek to find and strengthen ways to enable and motivate everyone in the group to act as an owner
Exhibiting Readiness as An Entrepreneur
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Less-Effective Managers
Seldom distinguish consequential
changes from insignificant ones.
Often they “play it safe” while
appearing busy.
For example, one director saw
switching to a different vendor as a
high-impact change even as he
stayed with the same unresponsive
distribution channel.
Fiddle around the edges of a
problem, psychologically "hanging out
in familiar places."
Highly Effective Managers
Distinguish high- and low-impact
interventions.
They recognize that high-impact
change often involves a restructuring
of operations.
Not just manipulation of superficial
forms.
For example, they’re reluctant to layer
new technology on an old system, at
least until the process is overhauled.
Keeping Balance
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Less-Effective Managers
Have difficulty maintaining their
composure under stress.
Allow their immediate personal needs
to distort the way they see themselves
as managers.
They’re also turf- and status-conscious.
They see little value in mingling with
people in “lower” levels and pitching
in to perform non traditional tasks
during a crunch.
Highly Effective Managers
Project a combination of urgency,
passion, composure, and confidence
during tough times.
Are not afraid to work collegially with
anyone (regardless of department or
level).
Or doing whatever is needed to get
the job done
Demonstrating Emotional Maturity
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Less-Effective Managers
Even those who talk about “vision,”
seem unable to draw a coherent,
practical “big picture” context for
themselves or their colleagues.
They doubt the value of providing
shape and overview to events.
Highly Effective Managers
Also talk about vision, but their
approach is to make and share best
bets about where the world is going.
Know where the organization ought to
go, and how all that might affect
daily work.
They invite discussion of changes in
technology, markets, and the business
environment.
Providing the Long-Term View
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Less-Effective Managers
Are unaware of what values they
represent.
Short of “making plans” or “meeting
budget.”
There’s little coherence in the pattern
of their decisions.
On one hand, they seem to favour
everything—cost-reduction, quality,
innovation, service—but their
decisions lack consistency and
continuity.
Indeed, they often take contradictory
positions, depending on the political
circumstances, and are susceptible to
programs-of-the-month
Highly Effective Managers
Stand for one or two ideas—self-
management or speed.
Are tough, persistent, and consistent in
how they express those ideas.
They’re also eager to enrol others in
the same point of view.
They go to great lengths to avoid
acting or appearing opportunistic.
Standing for An Idea
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What is Expected of an Effective Manager?
The constant changes around us demand new behaviours and actions.
It’s much more critical that we understand how our management style influences our effectiveness.
Without an accurate perception of our roles, all the advice and how-to’s in the world are worthless.
Inaccurate role perception explains why so many mangers--no matter how many seminars they attend and management tapes they audit--can’t translate their knowledge into higher job performance.
And if they don't understand their role, managers won't be able to accumulate the skills and capacities they need to channel their motivation in the right direction, let alone to motivate others toward the proper goals.
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DIRECTION Planning and Budgeting .
Keeping an eye on the Bottom line
Creating vision and
Strategy.
Keeping eye on horizon
ALIGNMENT Organizing and staffing
Directing and controlling
Creating boundaries
Creating short culture and values
Helping others Grow
Reducing Boundaries
RELATIONSHIPS
Focusing on Objects – Producing /
Selling Goods and services
Based on position power
Acting as Boss
Focusing on people – inspiring
And motivating followers
Based on personal power
Acting as Coach , facilitator , servant
PERSONAL
QUALITIES
OUTCOMES
Emotional distance
Expert mind
Talking
Conformity
Insight in to Organization
Maintains stability
Emotional Connections (Heart)
Open mind (mindfulness)
Listening ( communication)
Non Conformity (Courage)
Insight in to self ( integrity)
Creates Change ,
often radical change
MANAGEMENT LEADERSHIP
Effectiveness – Comparing Management and Leadership
INTER PERSONAL
LISTENING
PERSUASION /
MOTIVATION
PRESENTATION
SMALL GROUP
COMMUNICATION
ADVISING
INTERVIEWING
CONFLCIT
MANAGEMENT
WRITING
READING
The above is according to a survey of Top Fortune 1000 companies
Top 10 skills, Managers Need for Organizational Success
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Reductionism Holism Parts Whole
Structured Creative
Rational Intuitive
Prove it! Open mind
Hierarchy Synergy
Categories Individuals
Seperate Connected
Future/past Now
Precise Chaotic
Static Dynamic
Male Female
Nosy Selfcorrecting
Seperate notes Harmony
Mechanic Organic
Paul Wilson
Left
brain
Right
brain
Logical
Sequential
Rational
Analytical
Objective
Looks at parts
Intuitive
Imagination
Emotional
Synthesizing
Subjective
Holistic
“The New
Corporate
Skillset!”
Then and Now
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“None of us is as smart as all of
us.”
Warren Bennis
Quote
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Laurie J Mullins (2007) Management and Organisational behaviour, 7th edition
Richard L Daft (2007) Organization theory and design, 8th edition
John Pearson and Robinson (2005) Strategic management; Formulation,
implementation and control, 7th edition
IAM Diploma in Administrative Management: Study guide
References
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