The document discusses organizational effectiveness and managerial effectiveness. It covers topics like the criteria for measuring organizational effectiveness including goal approach, behavioral approach, and strategic constituencies approach. It also discusses factors that influence organizational effectiveness like strategy, technology, people, and structure. When discussing managerial effectiveness, it examines individual characteristics, managerial job dimensions, and organizational results. It analyzes approaches like the managerial grid and roles of the person, the process, and the product in managerial effectiveness. Current practices for developing and measuring managerial effectiveness in industries and governments are also outlined.

1. Organizational Effectiveness
Reference:
1. Human Resource Management
by
Ashwathappa
2. Leadership Enhancing the Lessons of Experience
by
Richard L Hughes, Robert C Ginnett, Gordon J Curphy
3. Managerial Behaviour and Effectiveness
by
E. Ananda Raja/N R V Prabhu/ P Lameshwara Rao

2. Concept of Organizational Effectiveness
(Ref. book 1)
• Efficiency Vs Effectiveness
Efficiency: Represents the Cost/Benefit rate
incurred in the pursuit of these goals.
Effectiveness: The Degree in which operative
goals have been attained

3. Approaches to Measure Effectiveness
• Goal Approach
• Behavioural Approach
• System Resource Approach
• Strategic constituencies Approach

4. Criteria For Organisational Effectiveness
Causal Factors Intervening End-Result
Criteria Criteria
• Strategy • Product • Growth Rate
• Technology Related • Profitability
• People • Customer • Shareholder
• Structure Related Value
• People • Social
Related Performance

5. Managerial Effectiveness
Organizational Environment
Individual Characteristics Organizational results
•Intelligence Transformation •Profit maximization
•Aptitude Process •Organizational efficiency
•Knowledge •High Productivity
•Temperament •Managerial Job •Employee Satisfaction
•Preference dimension
•Expectation Feedback
•General functions •Customer satisfaction
•Ability
• Feedback &
•Motivation Specialized functions
•Opportunity
Person Process Product

6. Managerial Effectiveness
• The Managerial Grid
High
1,9 9,9
Concern for people
5,5
1,1 9,1
Low
Concern for Production High

7. The Person
• Qualities include • Qualities include
 Ability to sustain defeat  Alert
 Ambitious  Assertive
 Capable of good judgment  Confident
 Competitive  Creative
 Decisive  Dedicated
 Defensive  Dynamism
 Emotional stability  Energetic
 Extrovert  Fear of failure
 Group oriented  Honest
 Intelligent  Mentally strong
 Optimistic  Pragmatic
 Predictable  Realistic
 Self-controlled  Tolerant

8. The Person
Most Descriptive of Successful Key Least Decretive of Successful Key
Executive Executive
Decisive Amiable
Aggressive Conforming
Self-Strarting Neat
Productive Reserved
Well-informed Agreeable
Determined Conservative
Energetic Kindly
Creative Mannerly
Intelligent Cheerful
Responsible Formal
Enterprising Courteous
Clear Thinking Modest

9. The Process
• Answers how managers manage successfully
• Manage work instead of people
• Plan and organize effectively
• Set goals realistically
• Decisions based on consensus but accept responsibility
• Delegate frequently and effectively
• Rely on others to help solve problems
• Communicate precisely
• Cooperate with others
• Display consistent and dependable behavior
• Win with grace
• Express hostility tactfully

10. The Product
These reflect on outcome of effective managing
and include:
• Organizational efficiency
• High productivity
• Profit maximization
• Organizational stability
• Employee welfare
• Social welfare

11. Effectiveness Through Adaptive Coping
Cycle
• Stages of Adaptive-Coping Cycle
– Sensing of Change
– Importing the Relevant Information
– Changing Conversion Process
– Stabilizing Internal Changes
– Exporting New Outputs
– Obtaining Feedback

12. Developmental Plan
(Bridging Gaps)
• Conducting a GAPS Analysis
• Identifying and Prooritizing development Needs
• Bridging the Gaps: Building a development Plan
• Reflecting on Learning: Modifying development Plans
• Transferring Learning to New Environment

13. Developmental Plan
(Bridging Gaps)
• Recall : Motivation by Porter and Lawer
Perceived
Value Abilities Equitable
Reward Rewards
Intrisic
Reward Satisfaction
Effort Performance
Extrinsic
Perceived
Role Reward
Effort-
Reward Perception
Probablity

14. Developmental Plan (Ref. Book 2)
(Bridging Gaps)
Goals: Abilities:
Where do you Want to Go? What can You Do Now?
Step 1: Career Objectives Step 2: What strengths do you have for your
career Objectives?
Career strategies Step-3: What development Needs will you
have to overcome?
Standards: Perceptions:
What does your boss or the Organisation How do others See You?
Expect?
Step 4: 360 –Degree and Performance Review
Results, and Feedback from others:
Step 5: Expectations Boss
Peers
Direct Reports

15. Developmental Plan
(Bridging Gaps)
• Bridging The GAPS: Building a Development Plan
Step 1: Career and Development Objectives
Step 2: Criteria for Success
Step 3: Action Steps
Step 4: Whom to Involve and Reassess dates
Step 5: Stretch Assignment
Step 6: Resources
Step 7: Reflect with a Partner

16. Measuring Managerial Effectiveness
• Common Measures
– Superiors’ Effectiveness and Performance Ratings
– Subordinates’ Ratings of Satisfaction, Organizational
Climate, Morale, Motivation, and Leadership
Effectiveness
– Unit Performance Indices

17. Measuring Managerial Effectiveness
Measure Advantages Disadvantages
•Superiors’ Biases
•Raters unware of true Performance
Superiors’ Ratings Frequently Used
•Raters’ unwillingness to provide
tough feedback
•Unmotivated subordinators
•Subject of Leaders’ Behaviours
Subordinates’ Ratings •May be no links between ratings
•Multiple Raters
and unit performance
Results due to factors beyond
Unit Performance Indices Actual Results
leaders’ control

18. Current Industrial and Government Practices in
The Management of Managerial Effectiveness (Ref. Book 3)
• Sets up procedures to ensure high quality of work
• Arrange for training and executive development programmes
• Involvement on career development programme of its employees
• Monitor the quality of work through performance appraisal
• Verification of information through feedback
• Checking the accuracy of one’s own and others’ 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
• Careful reviews

19. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Developing Initiative
• Encouraging Self-Management Approach
• Facilitating Appropriate Communication

20. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Developing Initiative
– Drive
– Energy
– Self-Starter

21. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Encouraging Self-Management Approach
– Team Player
– Leader
– Develops Subordinates
– Disciplined

22. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• Facilitating Appropriate Communication
– Articulate
– Persuasive
– Supportive
– Confident

23. Current Industrial and Government Practices in
The Management of Managerial Effectiveness
• The Skills and Competencies required to Perform Better
– Ability to Plan
– Organize
– Execute
– Meet deadlines

24. Managerial Effectiveness Development
Adoption of Skills By Managers for
Organizational Interventions Effective Management of Corporate
• OD Values • Problem Solving
• Analytical Thinking
– Respect for Employees • Forward Thinking
– Trust and Support • Conceptual Thinking
– Power Equalization • Strategic Thinking
– Confrontation • Technical Expertise
• Entrepreneurial Orientation
– Participation
• Fostering Innovation
• OD Intervention Techniques • Result Orientation
– Sensitivity Training • Decisiveness
– Survey Feedback • Self-Confidence
• Stress Management
– Process Consultation • Personality Credibility
– Team Building • Flexibility
– Inter-Group development

25. Manager as a Optimizer
• According to campbell, in his behavioral
approach says , effective manager is said to be
an optimizer in utilizing all the available and
potential resources …..

26. Manager as a Optimizer
• Effective manager focuses on what he is doing
and effectively deals with how we are doing .
As it is a known fact that efficiency is doing
the task correctly and refers to the
relationship between inputs and outputs .

27. Manager as a Optimizer
• Effective managers do differently from their less-effective counterparts.
• Have high concern for people and productivity
• Effective managers are able to communicate
• Spend Time in Managing
• Using General Style
• Allow Employees to Influence them
• Have influence upward
• Minimize Status Differences

28. Manager as a Optimizer
Spend Time Managing
The effective manager spend most of their
time manager . That is they spend most of
their time identifying opportunity for
improvement, locating problems, training
subordinates , developing contacts with other
in the organization, working through inter- unit
differences .

29. Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to
these questions.
What is my potential contribution?
What are my objectives?
What does it take to be effective here?
What needs changing?
What is organization’s philosophy
What can I do now?

30. Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to these questions.
What is my potential contribution? How can I improve my superior ‘s
effectiveness ?
What are my objectives?
How can I improve my coworker’s
What does it take to be effective here?
effectiveness ?
What needs changing?
How can I improve my subordinate
What is organization’s philosophy ‘s effectiveness ?
What can I do now? How can I change the technology ?
What is my future ?
What will the future demand ?

31. Manager as a Optimizer
Effective manager is excepted to work
as an optimizer by focusing on
low waste and high goal attainment