managerial behaviour and effectiveness. unit – i 1. defining the managerial job 1.1. descriptive...
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MANAGERIAL BEHAVIOUR AND EFFECTIVENESS
UNIT – I
1. DEFINING THE MANAGERIAL JOB
1.1. Descriptive Dimensions of Managerial Jobs
1.2. Methods
1.3. Model
1.4. Time Dimensions in Managerial Jobs
1.5. Effective and Ineffective Job behavior
1.6. Functional and level differences in
Managerial Job behavior.
INTRODUCTION
• The manager is one who manages himself/herself and is capable of managing others for the accomplishment of the organizational goals.
• Behaviour is conduct of a person.
DIMENSIONS OF MANAGERIAL JOB
Descriptive Behaviour
1. Gathering information, analysis & problem solving
2. Planning & organizing the projects
3. Time management
4.Budgeting & financial management
HENDRY FAYOL MANAGERIAL ACTIVITIES - FUNCTIONAL
• Technical (Production, Manufacturing)
• Commercial (Buying, selling, exchanging)
• Financial (obtaining and using capital)
• Security (Protecting of property and persons)
• Accounting (Balance sheet, Stock taking, Statistics and
costing)
• Managerial (Planning, organizing, commanding, co-
ordinating, control)
HENRY MINTZBERG ROLE DIMENSIONS
TIME MANAGEMENT
Act or process of exercising conscious
control over the amount of time
spent on specific activities to
increase efficiency and productivity
TIME MANAGEMENT PRINCIPLES
1. Principle of Brevity – Short Meetings, Comfortable for prolong meetings.
2. Principle of Habit –routine meetings at the end of the day
3. Delegation of authority – identify amount of work and assigning
4. Time Estimates – Set a time limit
5. Principle of Prioritization – List and schedule as per importance. Avoid big or small things
TIME MANAGEMENT PRINCIPLES
6. Write Goals: Paying off debts, finishing project on dates.
7. Proper Implementation: Start meeting on time. Reward people arrive on time rather than laggards.
8. Proper planning and follow-up: Minutes of meeting.
9. Principle of Effectiveness: Let subordinates suggest solution.
THE TIME MANAGEMENT MATRIX
IActivities:CrisesPressing ProblemsDeadline-driven projects
IIActivities:PreventionRelationship BuildingRecreationNew opportunities
IIIActivities:InterruptionSome Phone callsSome mailSome meetingsPopular activities
IVActivities:TriviaSome mailSome phone calls – Time WastersPleasure activities
Urgent Not UrgentIm
port
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Imp
ort
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SOME OF THE TIME WASTERSInternal time wasters:• Poor communication-written and verbal• Procrastination• Inability to say ‘No’• Poor prioritizing• Inadequate planning• Failure to delegate
External time wasters• Visitors• Meetings• Papers and correspondence• Telephone• Procedures and systems• Travel• Subordinates
TIME DIMENSIONS
• Three laws of time and effort
management:
1. The law for planning time – Doing right work
at right time
2. The law for applying effort – Searching right
opportunity and utilizing
3. The law for investing talent – Utilization of
talent
EFFECTIVE JOB BEHAVIOUR
INEFFECTIVE JOB BEHAVIOUR
LEVELS OF MANAGEMENT
• Top Level Management:1. Determines the objectives, policies and
plans of the organisation.2. Mobilises resources.3. Work of thinking, planning and deciding.
Called as Brain of the organisation.4. Prepare long-term plans5. Final authority in the organisation. 6. Responsible to Shareholders,
Government and the General Public. 7. Success or failure depends on efficiency &
decision making.8. They require more conceptual skills and
less technical Skills.
• Middle Level Management:1. Middle level management gives
recommendations to the top level management.2. It executes policies and plans.3. Co-ordinate the activities of all the departments.4. Communicate with the top level Management
and the lower level management.5. Spend time in co-ordinating and
communicating.6. Prepare short-term plans of their departments
which are generally made for 1 to 5 years.7. Intermediary between top and lower
management.8. Require more managerial and technical skills
and less conceptual skills.
• Lower Level Management:1. Lower level management directs the
workers / employees. 2. Develop morale in the workers. 3. Maintains a link between workers and
middle management. 4. Inform the management about the
performance, difficulties, feelings, demands, etc., of the workers.
5. Spend more time in directing and controlling.
6. The lower level managers make daily, weekly and monthly plans.
7. Limited authority but important.
FUNCTIONAL LEVEL MANAGERS1. Financial Manager: Responsible for accounting, cash
management and investment.
2. Marketing Manager: To develop new product, promote sales and distribution of product or service.
3. Production Manager: In charge of production and maintenance of machinery and equipments.
4. HR Manager: HRP, recruiting, selecting employees, T&D, designing compensation and benefit system.
5. Operations Manager: Transform input to output. Deals with layout, production, inventory and quality control.
6. Research and Development Manager: Coordinates the activities of Scientist and engineers on scientific projects.
• General Managers: – Not associated with any particular area.– Basic familiarity with all the functions rather
than specialized training.
• Line Managers:– Responsible for major work activities that
contribute to production or service.
• Staff Managers:– Responsible for specialized services in
support of line managers
MODELS OF JOB BEHAVIOUR• Heuristic Model: Indicates how the various managerial
characteristics and resourcefulness acting as inputs is being transformed into outputs through a transformation process.
Organisation Environment
Individual Characteristics
·Intelligence·Aptitude·Knowledge·Temperament·Preference·Expectation·Ability·Motivation·Opportunity
Transformation Process
·Managerial job dimension·General functions·Special functions
Organisational Results
·Profit Maximization·Organizational efficiency·High Productivity·Employee satisfaction·Customer satisfaction
Person Process
Product
MODELS OF JOB BEHAVIOUR• Heroic Models of the manager– It involves planning, assigning, monitoring and
coordinating the activities of the organisation.– Participative decision-making is lacking in this
model. – It is manager centered and the success relies heavily
on control capabilities.
• Manager as Master Technician– Emphasizes more on technical knowledge for
success.– More importance given for Individualistic attention
and expectations.– Applicable in organizations where knowledge of
manager is very wide, interpersonal relations minimal and where subordinates are not committed, co-operative and highly dependent.
MODELS OF JOB BEHAVIOUR
• Manager as ConductorManager tries to resolve conflicts between
managerial and subordinate thinking. Higher Involvement of subordinates in any
activities.Getting subordinates to buy ideas may be time
consuming.
• Manager as a DeveloperSubordinates share managerial and task responsibility. Crisis management is possible.New opportunities can be assessed easilyKnowledge and expertise sharing becomes possible.Creates opportunities for personal learning.
•
IDENTIFYING MANAGERIAL TALENT
• Talent identification is very important
for a business in identifying the
talent within their business, retaining
that talent to good use.
METHODS / WAYS OF IDENTIFYING TALENT
• Traditional Method – IQ Test
• Interviews
• Simulations – work related behaviour
• Performance Appraisal – Individual’s
record of past managerial performance
STRATEGIES TO RETAIN TALENT
• Creating and Maintaining a Healthy Work Culture
• Employee Participation
• Provision of Benefits
• Fair and Competitive Salaries
• Fringe Benefits
• Training and Development
• Variety of Assignments
• Communicating Openly
• Flexibility
• Orientation Program
• Providing Best Possible Equipments
RECRUITMENT
Recruitment is the process of locating
and encouraging potential
applicants to apply for existing and
anticipated job opening.
SOURCES OF RECRUITMENT
PROCESS OF RECRUITMENT
1. Recruitment Planning:–Numbers of contact: number of
applicants necessary to fill all vacancies with the qualified people.
– Types of contacts: qualifications and experience expected.
2. Sources of Recruitment:
3. Contacting Sources:• Objective Factor Theory: Evaluating based on characteristics of
employment offers, such as, financial compensation and benefits, opportunities for advertisement, nature of work, location etc.
• Subjective Factor Theory: Congruence between personality patterns of the candidate and the image of the organization, and the choice is made on highly personal and emotional basis.
• Critical Contact Theory: Candidate is unable to make a meaningful differentiation of employment offers and terms of objective and subjective factors because of his limited or very short contact with the organization.
4. Application Pool: To attract as many candidates as possible.
5. Selection Process: Identify those with a greater likelihood of success in a job.
SELECTION
• Employee Selection is the process of putting right men on right job.
• It is a procedure of matching organizational requirements with the skills and qualifications of people.
PROCESS OF SELECTION
Placeme
ntStep 7
Hiring Decisions Step 6
Reference and Background
CheckStep 5
Medical Examination Step 4
Interview Step 3
Selection Tests Step 2
Screening Applicants Step 1
MANAGERIAL SKILL DEVELOPMENT
A systematic process of
growth and development by
which the managers develop
their abilities to manage.
METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME
• ON-THE-JOB TRAINING
On-the-Job training (OJT)
Job instruction training (JIT)
Coaching
Job Rotation
Understudy
Apprenticeship
METHODS OF MANAGERIAL DEVELOPMENT PROGRAMME
• OFF-THE-JOB TRAINING
Lectures
Discussion Method
Demonstration
Simulation
Case Study
Role plays
Brain storming
Field Trip
METHODS OF TRAINING EVALUATION
• Post-training performance evaluation.
• Pre- training performance evaluation.
• Attitudinal change.
• Test scores.
• Improvement in production or methods
of problem solving.
REWARDSObjectives of Reward Management
• Support the organisation’s strategy• Recruit & retain• Motivate employees• Internal & external equity• Strengthen psychological contract• Financially sustainable• Comply with legislation• Efficiently administered
TYPES OF REWARD
• Extrinsic rewards: concrete rewards that employee receive. – Bonuses– Salary raise– Gifts– Promotion– Other kinds of tangible rewards
• Intrinsic rewards: tend to give personal satisfaction to individual– Information / feedback– Recognition– Trust– Relationship– Empowerment– Monogrammed name plaque
MOTIVATION THEORIES
Content (Need) Theories
Process Theories
Reinforcement Theories
a) Hierarchy Of Needs
b) ERG Theory
c) Manifest Needs
d) Two-Factor Theory
e) X And Y Theory
a) Equity Theory
b) Expectancy
Theory
c) Goal setting
Theory
a) Behavior
Modification
b) Learning Theory
a) MASLOW’S HIERARCHY OF NEEDS
b) ALDERFER'S ERG THEORY
• Growth needs: Development of competence and realization of potential
• Relatedness needs: Satisfactory relations with others
• Existence needs: Physical well-being
c) MANIFEST NEEDS BY MURRAY AND MCCLELLAND
Assumptions: – There is no hierarchy of needs– Needs are learned, not instinctive– Needs are never completely satisfied
• (N Ach) Achievement • (N Aff) Affiliation • (N Aut) Autonomy • (N Pow) Power (Dominance)
d) HERZBERG’S TWO FACTOR THEORY
Motivators (Intrinsic) Hygiene (Extrinsic)
Challenging workRecognitionResponsibility
StatusJob securitySalaryFringe benefitsWork conditions
e) MCGREGOR’S THEORY X AND THEORY Y
X THEORY Y THEORY
Employee does not like work.
He should be compelled, or
warned with punishment to
achieve goals.
A close supervision is required on
part of managers.
Expect job security.
They have little or no aspiration/
ambition.
Employees generally dislike
responsibilities.
Employees resist change.
Employees needs formal
direction.
Employees perceive job as
relaxing and normal.
No Need of supervision.
Employees can use self-direction
and self-control.
Employees’ show loyalty and
commitment to organization.
Employee can learn to admit and
recognize the responsibility.
The employees have skills and
capabilities.
2. PROCESS THEORY
a) Adam’s Equity Theory: Employees
compare their efforts and rewards
with those of others in similar work
situations.
b) VROOM EXPECTANCY THEORY
Motivation (M) = Expectancy (E) * Instrumentality (I) * Valence (V)
• Expectancy is the person's perception that effort will result in performance.
• Instrumentality is the person's perception that performance will be rewarded or punished.
• Valence is the strength of the reward or punishment that will result from the performance.
c) GOAL SETTING THEORY
• Goal setting involves establishing SMART goals.
• S – Specific• M – Measurable• A – Achievable• R – Realistic • T – Time Bound
3. REINFORCEMENT THEORIES
• Reinforcement theory of motivation was proposed by BF Skinner.
• It is based on “law of effect”.
a) Behaviour Modification
• Positive Reinforcement- Ex: Immediately praising an employee
for coming early for job.
• Negative Reinforcement- Ex: A child cleans his or her room, and
this behavior is followed by the parent stopping “nagging”.
• Extinction: Weakening a behavior. Ex: Getting no goodies when do
a behavior, they stop doing it.
• Punishment: Example: Having your pay docked for lateness.
3. REINFORCEMENT THEORIES
b) Learning Theory• Learning is a relatively permanent change in
behavior or potential behavior that results from direct or indirect experience.
Key points: • Changes in behavior• Long-lasting effects• Affects potential and actual behavior• Caused by direct or indirect experience
METHODS OF PERFORMANCE APPRAISAL
• Ranking method• Graphic scale rating method• Forced choice method • Essay appraisal method• Paired comparison method• Field review method • Critical incidents method• MBO method
BALANCE SCORECARD
Balance scorecard is a performance
measurement framework that
translates an organisation’s strategy in
to clear objectives, measures and
targets.
CAREER MANAGEMENT
• A career is a person’s chosen profession or occupation.
• A Career is all the jobs that held during ones working life.
CAREER STAGES1. Growth [4 to 13]: start to find ways to develop
competencies
2. Exploration [early teens to mid-twenties]: people begin to crystallize, specify and implement an occupational choice.
3. Establishment [mid-twenties through mid-forties]: a suitable field is selected and efforts are made to secure
4. Maintenance [mid-forties to mid-sixties]: Stagnating or enriching
5. Disengagement [mid-sixties]: decelerating from formal employment to finding new roles with a view to retirement
CAREER MANAGEMENT ISSUES
• Career Plateau
• Dual career paths– technical / professional vs. managerial
• Skills obsolescence– continuous learning
• Balancing work and family• • Coping with job loss
UNIT IIIManagerial Effectiveness
Managerial Effectives is a manager's ability to achieve desired result.
Components of Managerial Effectiveness
• Leadership• Motivation• People Skills• Administrative Skills
FACTORS INVOLVED IN MANAGERIAL EFFECTIVENESS
• Role Performance
• Learning Behaviour
• Resilence
• Business Knowledge
MODELS OF MANAGERIAL EFFECTIVENESS
• Campbell, Dunnette, Lawler and Welek proposed PPP Model
Organisation Environment
Individual Characteristics
1. Intelligence2. Aptitude3. Knowledge4. Temperament5. Preference6. Expectation7. Ability8. Motivation9. Opportunity
Transformation Process
1. Planning2. Goal setting3. Decision Making4. Delegating5. Problem Solving6. Communicating7. Cooperating8. Displaying
Organisational Results
1. Profit Maximization
2. Organizational efficiency
3. Organizational stability
4. High Productivity5. Employee
Welfare6. Social Welfare
Person Process
Product
PPP MODEL
• Person Approach: Individual manager’s characteristic, traits and abilities.
• Process: Manager’s on-the-job behaviour and activities
• Product: Outcome of effective management.
MEASURES OF MANAGERIAL EFFECTIVENESS
• Superior’s Effectiveness and Performance Ratings.
• Subordinates ratings of Satisfaction, Organizational climate, Morale, Motivation, and leadership Effectiveness.
• Unit Performance Indices.
MANAGERIAL GRID
BRIDGING THE GAP
• A managerial problem can be
described as the gap between a
given current state of affairs and a
future desired state.
STEPS FOR PROBLEM SOLVING
• Problem Awareness
• Problem Definition
• Decision Making
• Action Plan Implementation
• Follow – Through
• Take Corrective Actions
MEASURING MANAGERIAL EFFECTIVENESS
• Supervisor’s Ratings
• Subordinate’s Ratings
• Unit Performance Indices
CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES
1. Procedures to ensure high quality of
work
2. Arrange for training and EDPs
3. Career development program
4. Monitor the quality of work through
performance appraisal.
5. Verification of information through
feedback.
CURRENT INDUSTRIAL AND GOVERNMENT PRACTICES
6. Checking the accuracy of work.
7. Keep track of information or work progress.
8. Preparation for meetings and
presentations.
9. Organizing information or materials.
10.Checking the accuracy of reports.
AREAS THAT REQUIRES ATTENTION
1. Developing Initiative
Drive: High motivation for work
Energy: Enthusiastic in work place.
Self-starter: Does jobs proactively
AREAS THAT REQUIRES ATTENTION
2. Encouraging self management approach
Team player: Works in a team, supports and
encourages team members.
Leader: Defines goals and standards of
performance, delegates work.
Develops subordinates: Identifies, train &
involves people in all activities.
Disciplined: Maintains decorum of the workplace,
has respect for others
AREAS THAT REQUIRES ATTENTION
3. Facilitating appropriate
Communication
Articulate: Can communicate.
Persuasive: Sticks to a problem until it is
resolved.
Supportive: Supports subordinates.
Confident: Confidence in his values and
action.
MANAGER AS AN OPTIMIZER
• Effective manager is said to be an
optimizer in utilizing all the available
and potential resources
• Effective manager is expected to work
as an optimizer by focusing on low
waste and high goal attainment.
COMPONENTS OF MAKING MANAGER AN EFFECTIVE
OPTIMIZER
• Mentoring
• Feedback
• Counseling
• Discipline
UNIT - IV
ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS
ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS
• Changes in Social Environment
• Changes in Economic Environment
• Changes in Technical Environment
• Changes in Political Environment
• Changes in International
Environment
Changes in Social Environment
• Population Explosion: New jobs, New method of production and modes of living
• Educational Level: Eradicate literacy. Increase Education level. Educated consumers &Workers.
• Leisure Time: Reduced work hrs. Increased automation. Tourism/Part time Jobs.
• Public Opinion: If people distrust market system, they prefer government controls.
Changes in Economic Environment
• Environment will not remain confined to land but would extend to ocean and space.
• Business Competition crosses national borders.
• Big organizations continue to grow.
• Small firms will be needed to serve as feeders to larger ones.
Changes in Technological Environment
• Automation: – Jobs become routine and unchallenging. – Robots created job-insecurity. – Future organisation will be highly
automated man-machine system
• Information Technology:– Electronic equipment to collect and
process data– Simulation of higher order thinking
Changes in Political Environment
• Greater government interfaces to safeguard the interest of workers, consumers & public.
• Government may restrict the scope of private sectors in certain areas.
• Financial units will take active part in the policy formulation of the firms whom they have advanced funds.
Changes in International Environment
• Multilateral trade among the nations will increase.
• The role of IMF, world bank and others will change changes the globalization of economies.
• The number of MNCs will increase.
PURPOSE OF ORGANIZING
• Facilitates Administration
• Facilitates growth and direction
• Facilitates adoption of new
technology
• Stimulates creativity and initiative
• Intensive use of human resource
ORGANIZATIONAL PROCESSES
• Planning
• Communication
• Problem-Solving and Decision–
Making
• Monitoring and Evaluation
IMPORTANCE OF ORGANISATION
• Optimum Utilization Of Resources
• Ensures Co-ordination
• Facilitates Effective Management
• Motivate Personnel
• Facilitates Delegation Of Authority
• Encourages Initiative And Innovation
• Technological Improvements
• Facilitates Growth
ORGANISATION AS A PROCESS
• Division of work
• Grouping of activities
• Assignment of duties
• Delegation of authority
• Defining relationship
ORGANIZATIONAL CLIMATE
Organizational climate is a set of
properties of the work
environment, perceived directly or
indirectly by the employees, that is
assumed to be a major force in
influencing employee behavior.
CHARACTERISTICS OF ORGANIZATIONAL CLIMATE
• General Perception: Organizational climate is a general expression of what the organization is.
• Qualitative Concept: It is an abstract and intangible concept. It is difficult to explain the components of organizational climate in quantifiable units.
• Distinct Identity: It reflects how an organization is different from other organizations.
• Enduring quality: Represents a relatively enduring quality of the internal environment that is experienced by the organizational members.
• Multi – dimensional concept: Individual autonomy, authority structure, leadership style, pattern of communication, degree of conflicts and cooperation, etc.
FACTORS INFLUENCING ORGANIZATIONAL CLIMATE
• Organizational context – mission, goals and objectives,
function, etc.
• Organization structure – size, degree of centralization and
operating procedures.
• Leadership process – leadership styles, communication,
decision-making and related processes.
• Physical environment – employee safety, environmental
stresses and physical space characteristics.
• Organizational values and norms – conformity, loyalty,
impersonality and reciprocity.
• Overt & Covert factors of Organization climate– Open factor: Hierarchy, Goals of organisation, Skills and abilities of
employees– Closed factor: Values, attitudes, Norms
APPROACHES TO LEADERSHIP
Early Approaches Contemporary Approaches
Trait Theory
Behaviour Theory
Situational Theory Transactional –Transformational Leaders
Charismatic Leadership Theory
Stogdill’s Trait Factor
University Iowa Studies
Fiedler’s Contingency Model
Leader Continuum
Hersey and Blanchard’s Situational Leadership
Ghiselli ‘s Personal Traits
Ohio State University Studies
Leadership Participation
Michingan Research
Tannenbaum & Schmidt’s Situational Continuum
Managerial Grid
Path Goal Theory
Reddin’s Three Dimensional Model
STOGDILL’S TRAIT FACTORS
1. Intelligence2. Physical Features3. Inner Motivation Drive4. Maturity5. Vision and Foresight6. Acceptance of Responsibility7. Open-mind and Adaptability8. Self-Confidence9. Human Relations Attitude10.Fairness of Objectivity
GHISELLI ‘S PERSONAL TRAITS1. Very Important
Decisiveness Intellectual capacity Job achievement orientation Self-actualization feelings Self-confidence Management ability – Team builder
2. Moderately Important Affinity for working class Drive and initiative Need for a lot of money Need for job security Personal maturity
3. Almost No Importance Masculinity versus femininity
UNIVERSITY IOWA STUDIES
Behaviour Theories are based on 1. Employee-Centered2. Job-Centered
University Iowa Studies• Autocratic Leadership Style• Democratic Leadership Style
LEADER CONTINUUM
• Autocratic
• Laissez – Faire
• Democratic
• Benevolent Autocrat
OHIO STATE UNIVERSITY STUDIES
• Initiating Structure• Consideration
The findings of the study:1. Initiating Structure: Positively related to
performance and negatively related to absenteeism & Grievances.
2. Consideration: Negatively related to performance and positively related to absenteeism & Grievances.
3. Both: High performance and satisfaction
MICHINGAN RESEARCH
• Employee Centered Behaviour
• Production Centered Behaviour
Leaders will not be able to have an employee
centered behaviour and production centered
behaviour at the same time.
Employee Centered
Job Centered
MANAGERIAL GRID
• Concern for Production• Concern for People
FIEDLER’S CONTINGENCY MODEL
• Task-oriented or controlling: Leader
gains satisfaction from seeing tasks
performed
• Relationship-oriented or
considerate: Leader tries to achieve
good interpersonal relations with the
subordinates.
HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP
LEADERSHIP PARTICIPATION
Leadership Styles
• Decide: Leader makes the decision alone and either
announces or sells it to the group.
• Consult Individually: Leader presents the problem to group
members individually and get their suggestions.
• Consult Group: Leader presents the problem to group in a
meeting and then makes a decision.
• Facilitate: Leader presents the group about the problem and
the boundaries within which a decision should be made.
• Delegate: Leader permits the group to make the decision
within prescribed limits.
TANNENBAUM AND SCHMIDT’S SITUATIONAL CONTINUUM
PATH GOAL THEORY
The theory states that a leader's
behavior is dependent to the
satisfaction, motivation and performance
of her or his subordinates.
REDDIN’S THREE DIMENSIONAL MODEL
Basic Style Less Effective Managerial Style
More Effective Managerial Style
Separated Deserter Bureaucrat
Related Missionary Developer
Dedicated Autocrat Benevolent Autocrat
Integrated Compromiser Executive
• High relationship orientation & high task orientation is called as INTEGRATED TYPE.
• High relationship orientation & low task orientation is called as RELATED TYPE.
• Low relationship orientation & high task orientation is called as DEDICATED TYPE.
• Low relationship orientation & low task orientation is called as SEPARATED TYPE
TRANSACTIONAL –TRANSFORMATIONAL LEADERS
• Transactional Leaders: Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
• Transformational Leaders: Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
CHARISMATIC LEADERSHIP THEORY
• Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
• The leader Communicates an attractive vision.
• Charismatic leader is the one who use his personal charm to get things done. This can be an extremely powerful way to lead others.
• The leader then communicates high performance expectations and expresses confidence that followers can attain them.
GROUP INFLUENCES
• Group may be defined as two or more individuals interacting and interdependent, who have come together to achieve particular objectives.
DIFFERENT TYPES OF GROUPS
• Formal group• Informal groups• Psychological groups– extension of
informal groups• Virtual Groups• Interacting, Co-acting, and Counteracting
Groups• Open and Closed Groups• Closed groups• Membership and Referent Groups• In and out groups: In
FACTORS INFLUENCING GROUP EFFECTIVENESS
• Work Team Structure Issues:– Goals & Objectives – Guidelines– Performance measures– Role specification.
• Work Team Process Issues– Managing cooperative behaviors– Managing competitive behaviors
• Diversity in Teams– Plays a large role in groups’ effectiveness. – Members contribute to team in one of four styles:
• Contributor• Collaborator• Communicator• Challenger • Integrator
• Dissimilarity in Teams– Demographic dissimilarity influences absenteeism, commitment, turnover intentions, beliefs,
workgroup relationships, self-esteem, and organizational citizenship behavior.– Can have positive or negative effects on teams– Value dissimilarity negatively related to team involvement
• Structural Diversity
JOB CHALLENGE
• Job Challenge refers to the opportunity for professionals to make fullest use of their Skills.
JOB CHALLENGES FACED BY MANAGERS
• Unfamiliar Responsibilities• Inherited Problems• High Stakes• External Pressure• Work Across Cultures• New Directions• Problems with Employees• Scope and Scale• Influence without authority• Work Group Diversity
COMPETITIVENESS
The degree to which a country can,
under free and fair market conditions,
produce goods and services which meet
the test of international markets, while
simultaneously maintaining and
expanding the real incomes of its
people over the long-term
FACTORS INFLUENCING COMPETITIVENESS
• Domestic economy• Internationalization• Government• Finance• Infrastructure• Management• Science and technology• Quality of people
MANAGERIAL STYLES
• Democratic Style• Affliative Style• Pacesetting Style• Authoritative Style• Coercive Style• Coaching Style
UNIT VDEVELOPING THE WINNING EDGE
Self Development
Negotiation Skill
Knowledge Management
Developing competitive Spirit
Fostering Creativity & Innovation
NEGOTIATION
• Negotiation is a dialogue between two or more people or parties, intended to reach an understanding and resolve point of difference.
Skills RequiredAttitudePersonal SkillKnowledge on ProblemDefining OutcomeFraming & Reframing
NEGOTIATION PROCESS
Preparation & planning
Defining Ground Rules
Clarification & Justification
Bargaining & Problem Solving
Closure & implementation
APPROACHES TO NEGOTIATION • Distributive BargainingClaiming value / Zero-Sum / Win-LoseA competitive negotiation strategy used
to decide how to distribute a fixed resource.
• Integrative BargainingInterest Based / Collaborative / Win-WinA negotiation strategy in which parties
collaborate to find a win-win solution to a problem
ISSUES IN NEGOTIATION
• Biases in Decision Making• Personality Traits• Cultural Differences• Third party Negotiation
Mediator: Mutually Satisfy & Strengthen Relationship
Arbitrator: Authority to dictate an outcome. Advantage is that negotiations they are involved in always results in a settlement.
Conciliator: Someone acting only as a communication medium.
Consultant: Facilitate problem solving through communication & analysis.
KNOWLEDGE MANAGEMENT
• KM comprise a wide range of strategy and practices used in an organisation to create, identify, store, share and application of knowledge and experience.
Components of KMTechnology ComponentOrganisation ComponentPeople Component
DRIVERS OF KM
Technology Drivers
Process Drivers
Knowledge Related
Organisation Drivers
HR / Personnel Specific Drivers
Financial Drivers
KM PROCESS
• Knowledge Creation
• Knowledge Storage
• Knowledge Sharing
• Knowledge Sharing
Knowledge Conversion Process
• Tacit to Tacit - Socialization
• Tacit to Explicit - Externalization
• Explicit to Tacit - Internalization
• Explicit to Explicit - Communication
DIFFICULTIES IN KM
1. Justification of investment in KM2. Support from Senior Management3. Overcoming Cultural Hurdles4. Encouraging Employees to use and share
knowledge5. Confidentiality Issues6. Collection & Storage of Wrong
Information7. Measure8. KM system is not a static system
CREATIVITY
• Creativity is a mental and social
process involving the generation of
new ides or concepts
FOSTERING CREATIVITY
• Idea Box / Matrix Analysis: Input | Frequency
| Subject | Target Group.
• Heuristic: Rapidly coming to solution that is
hoped to be close to best
• Mind Mapping: Think visually about issues and
problems
• Synectics: Joining together of different
unconnected and irrelevant.
• Metaphor: Ability to link 2 different things
FOSTERING CREATIVITY
• Brainstorming: Discussion
• Forced Relationship: Finding relationship
between 2 things.
• Visual Thinking: Graphs, diagrams, charts and
Models
• Morphological Analysis: Work at Various problem
and combining them to a new and novel ways.
• Serendipity: Discover of things by happy
accidents or chance.
INNOVATION
• Ability to create something new based on knowledge that has bee
attained.
Types
1. Product
2. Process
3. Paradigm
4. Radical
5. Systems
6. Incremental
7. Additive
8. Complementing
9. Technology
SOURCES OF INNOVATION
1. Unexpected Outcomes
2. Incongruities (Unsuitable)
3. Process Needs
4. Industry & Market Change
5. Demographic Change
6. Perceptual Changes
7. Knowledge Based Concepts
FACTORS INFLUENCING INNOVATION & CREATIVITY
• Complex & Challenging Jobs
• Diversity
• Coworker
• Resources
• Adaptability
• Conflicts