NAME : Akash Rathore

COURSE : MBA

SEMESTER : Two

BOOK CODE: MBA-206

BOOK NAME : Managerial Effectiveness

DATE OF SUBMISSION: 27-04-2018

Q-1 What is the Effective Job Behaviour Skills Required for Manager?
Ans-1 Managers of businesses large and small can become more effective by adopting
organization behaviour tools to help develop employees and workplace conflicts.
Organizational behaviour relies on a combination of psychology, sociology and political science
to better understand business culture. Business leaders can use an organizational behaviour
approach to manage individual, groups and entire company. With basis organizational skills,
manager’s can develop positive work attitudes and productive behaviour in their employees.

With any and all jobs, there are certain specific skills required to perform the work well.
Required skills will vary from position to position, and you can learn what they are by reading
job descriptions. But there are other skills that almost all jobs require, and hiring supervisors
may not think to mention them.

When you apply for a new position, make sure to read the job description carefully. Identify the
skills you have that your prospective employer wants, and remember to highlight these in your
resume, cover letter and job interviews. Be prepared with the examples that demonstrate your
use of each sought-after skill.

Some required behaviour skills such as taking initiative, will likely be listed in the job
description. Others, such as controlling your own emotions, may not be listed because the
hiring supervisor may simply assume applicants will have the skill. In those cases, it could
actually be counterproductive to highlight the skill when you apply; doing so is the equivalent of
boasting that you can dress yourself. It can make you look bad to overstate the basics.

1. Empathy: Being an empathetic individual comes naturally to some, but is less natural to
others. Behaving with empathy means more than feeling bad for someone who’s sad or
sharing in someone’s joy. It means being able to step into some else world to
 understand not just what their point of view is, but also why they have that point of
view. The boss might be angry because he’s feeling undue pressure you’re not aware of.
A colleague might have a large ego about a project because their afraid of losing their
job. You never know what people are going through. Empathy is a skill that can help to
not only keep your own peace of mind but can also help you to grow in your career
because empathetic people tend to put others at ease.
2. Psychology: For managers to be effective it is critical they understand employee needs
and motivators. One of the best for managers to understand the underlying emotions
and goals that drive employee behaviour is to create and open challenges of
communication with employees. Whether they speak with individuals, teams or entire
divisions, a manager who understands and reacts to employee’s psychology can help
create a work environment conducive to productivity.
3. Sociology: In addition to understanding the psychological motivators that drive
employee behaviour, another skill that effective managers need to master is the
understanding the culture of the company in which their employees collaborate. Each
company encourages employees to interact in specific way: Some are more hierarchical;
some, team-oriented. Some encourage mentoring; in others, each employee looks out
for himself. Managers who understand the social influences of their companies can lead
people in the most appropriate and effective manner.
4. Political Science: Particularly in larger organizations, managers who master the political
environment of their organizations can become more effective leaders. Because
managers deal with individuals but are often responsible for teams or divisions,
understanding their political cultures or attitudes can help managers motivate, control
and reward their employees in ways that complement the overall corporate culture.
Because organizational behaviour concerns the entire business entity, a keen
understanding of company politics gives managers key insight to overarching company
goal as well as practices or targets that influence individual employees.
5. Communication: More often than any time in history, managers are leading teams that
they rarely see face to face. This makes strong communication skills that much more
important. It’s no different, however, if your team sits right across from you. Being
available and engagable are key success factors for managers. You must also master
each method of communication. It’s not enough to be great at only one type. Managers
need to be able to interact both formally and interpersonally and to communicate in all
the various mediums we use. In addition a key talent strong manager possesses is the
ability to spin a narrative.
6. Resolves Conflict: People of different backgrounds, interests, and personality types
coming all together in a office and can be a hotbed for disagreements and conflicts. You
must come at these problems head on and squash conflict quickly. Ingoring seeds of
 negativity in your team will only allow them to fester and dealing with much bigger
problems. To be a good manager one must be able to confront issues quickly and fairly.

Q-2 What are the important methods of Executive development ?

Ans-2 Executive development or Management development is a systematic process of growth
and development by which the managers develop their abilities to manage. So, it is the result of
not only participation in formal courses of instruction but also of actual job experience.
Executive management consists of all the means by which executives learn to improve their
behaviour and performance. Executive development is a planned effort to improve current and
future managerial performance.

Developing the executives and managers is the most important positive feature of the human
resources development. Executives and managers play an imperative role in organization so
their development is very precious to organization. It has been well standard now that well
skilled executives and managers considered necessary in the industry. Good organizations
always select the talented employees and trained them to have sufficient catalog of
management skill for use so that the desired objectives of an organization might be achieved.
The process by which the executives attain not only the skills and experience in their current
job position but also capability for the future decision making tasks of increasing difficulty and
scope is known as the executive development. We can say that this development is the
premeditated attempt to get better the current performs as well as the future managerial
performance of employees. Executive development includes the actions by which executives
learn to develop their behaviour and level of working. Development means not to provide the
basic knowledge to the employees of the work but to provide the necessary conditions and
environment for their improvement. Development is the basic design to pick up the success of
the managers in their existing jobs and to develop them for the difficult and advanced jobs in
future.

Accordingly, executive development means not only improvement in job performance, but also
improvement in knowledge, attitude, personality, behaviourism of an executive, etc. It means
that the executive development focuses more on the executive’s personal growth. Thus,
executive development consists of all the means that improve his/her performance and
behaviour. Executive development helps understand cause and effect relationship, synthesizes
from experience, visualizes relationships or thinks logically. That is why some behavioural
scientists suggest that the executive development is predominantly an educational process
rather than a training process. The methods of executive development are divided into two; On
the job and Off the job.
1. On the Job Method: On the job training methods are by far the most commonly used in
training for all levels of personnel. The object of on the job training is to bring the
employees to at least a minimum acceptable standard of performance in the shortest
possible lime. The worker by these methods learns to master the operations involved on
the actual job situation under the supervision of his immediate loss which has to carry
the primary burden of conducting this training. Various methods of on the job training
are as follows:-
 On Specific Job: The most common or formal on the job training programme is
training for specific job. Current practice in job training has been strongly
influenced by the war time training within industry which was first designed to
improve the job performance through job instruction training.
 Position Rotation: The major objective of job rotation training is the broadening
of the background of trainee in the organisation. If trainee is rotated periodically
from one job to another job, he acquires a general background. The main
advantages are: it provides a general background to the trainee, training takes
place in actual situation, competition can be stimulated among the rotating
trainees, and it stimulates a more co-operative attitude by exposing a man to
other fellow's problems and viewpoints. There are certain disadvantages of this
method. The productive work can suffer because of the obvious disruption
caused by such changes. Rotations become less useful as specialisation
proceeds, for few people have the breadth of technical knowledge and skills to
move from one functional area to another.
 Special Projects: This is a very flexible training device. Such special project
assignments grow ordinarily out of an individual analysis of weaknesses. The
trainee may be asked to perform special assignment; thereby he learns the work
procedure. Sometime a task force is created consisting of a number of trainees
representing different functions in the organisation. Trainees not only acquire
knowledge about the assigned activities, but also learn how to work with others.
 Selective Reading: Individuals in the organisation can gather and advance their
knowledge and background through selective reading. The reading may include
professional journals and books. Various business organisations maintain
libraries for their own executives. Many executives become members of
professional associations and they exchange their ideas with others. This is a
good method for assimilating knowledge; however, some executives claim that it
is very difficult to find time to do much reading other than absolutely required in
the performance of their jobs.
2. Off the Job Method: In these methods, trainees have to leave their workplace and
devote their entire time to the development objective. In these methods development
of trainees is primary and any usable work produced during training is secondary.
Following training techniques are used off-the-job:
 Special Courses and Lectures: Lecturing is the most traditional form of formal
training method. Special courses and lectures can be established by business
organisations in numerous ways as a part of their development programmes.
First, there are courses which the organisations themselves establish to be
taught by members of the organisation.
 Conferences: This is also an old method, but still a favourite training method. In
order to escape the limitations of straight lecturing many organisations have
adopted guided-discussion type of conferences in their training programmes.
Conferences may include buzz sessions that divide conferences into small groups
of four or five for intensive discussion. These small groups then report back to
the whole conference with their conclusions or questions. Conference method
allows the trainees to look at the problem from a broader angle. These
conferences, however, have certain limitations. Unless the discussion is directed
to the fell needs of the participants that may well feel that the whole session is
useless.
 Case Studies: This technique, which has been developed and popularised by the
Harvard Business School, U.S.A. is one of the most common form of training.
This method increases the trainee's power of observation, helping him to ask
better questions and to look for a broader range of problems. A well chosen case
may promote objective discussion, but the lack of emotional involvement may
make it difficult to effect any basic change in the behaviour and attitude of
trainees.
 Brainstorming: This is the method of stimulating trainees to creative thinking.
This approach developed by Alex Osborn seeks to reduce inhibiting forces by
providing for a maximum of group participation and a minimum of criticism, A
problem is posed and ideas are invited. Quantity rather than quality is the
primary objective; Ideas are encouraged and criticism of any idea is discouraged.
Chain reactions from idea to idea often develop. Later, these ideas are critically
examined. There is no trainer in brainstorming and it has been found that the
introduction of known experts into it will reduce the originality and practicability
of the group contributions. Brainstorming frankly favours divergence, and this
fact may be sufficient to explain why brainstorming is so little used as yet in
developing countries where new solutions ought to carry the highest premium.
Q-3 Explain the term Effective manager as an optimizer.
Ans-3 Managers often struggle with getting the highest levels of productivity and performance
from their individuals and teams, while advancing the organisational goals. This then becomes a
matter of creating conditions for high motivation and positive relationship. Manager as
optimizer understands their role is to lead, organize, provide support and resources, and to be
an advocate for their employees. They help each employee match their strengths to their work
roles in order to perform optimally. This course will dive into the best practices that managers
can use to effectively balance the employee’s best interest with the organizations best interest
and create conditions that lead to full engagement and optimal success for employees.

Effective Manager focuses on what he is doing and efficiency deals with how well he does with
minimum wastage of resources. Since managers deal with input resource that is scarce such as
money, people, equipment and time, they should be more concerned about its efficient utility,
minimizing resource cost and optimizing the output.

According to Campbell, in his behavioural approach, effective manager is said to be an

optimizer in utilizing all available and potential resources.

Effective Managerial job behaviour talks about as, any set of managerial actions believed to be
optimal for identifying, assimilating, incorporating and utilizing both internal and external
resources towards the functioning of the organizational unit and sustaining in the long run, for
which a manager has high degree of responsibility. Therefore, effective manager is expected to
work as an optimizer by focusing on low waste and high goal attainment. Effective managers do
differently from their less effective counterparts. They high concern for people and
productivity. Effective managers are able to communicate and spend more time in managing.
The effective managers spend most of their time as time manager. That is they spend most of
their time identifying opportunity for improvement, locating problems, training sub ordinates,
developing contacts with other in the organization, working through inter-unit differences.

Q-4 What are the Environmental Issues in Managerial Effectiveness?

Ans-4 Many organizations expect managers who manage employees to exhibit both
management and leadership qualities. They are required to build relationships among direct-
report employees and to motivate them to achieve individual and group goals. The degree to
which managers can successfully manage their staff’s performance will be important for
evaluating their worth to the organization.

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 effectively meet
those results. There are no absolute measures of managerial effectiveness. Organizations have
aims and objectives, and managers are effective when they help their organization to achieve
their aims and objectives. Thus, it is important that every manager knows the purpose of their
organization the purpose of their job and the work-specific objectives they must meet.

Defining managerial effectiveness depends on an organizations management model. One way

to look at managerial effectiveness is this; it’s the combined effect of a manager who uses
different management tools and techniques. Philip G. Clampitt’s model includes
communication technologies, data, knowledge, action, performance feedback, boundary
spanning, change and innovation. In this model, a manager brings all his actions together,
providing different kinds of assistance to employees, such as helping them adjust to change and
come up with new ideas that lead to innovation.

Environmental Issues:-

1. Organisational Processes: Managerial Effectiveness developed through organizational

interventions. Organizational development it is a term used to encompass a collection of
planned change interventions, built on humanistic democratic values, that seek to
improve organizational effectiveness and employee well being.
 Operational Development Values
 Respect for employees
 Trust and Support
 Power equalization
 Participation
 Organisational Interventions Techniques
 Sensitivity Training: It refers to a method of changing behaviour through
unstructured group interaction. The group is process-oriented, which
means that individuals learn through observing and participating rather
than being told. The objectives of the T-group s are to provide the
subjects with increased awareness of their own behaviour and how
others perceive them, greater sensitivity to the behaviour of others, and
increased understanding of group processes.
 Team building: Team building can be applied within groups or at the inter group
level where activities are interdependent. The objective is to improve
coordinative efforts of team members, which will result in increasing the group’s
performance.

2. Organizational Climate: It is also known as Corporate Climate. It is the process of

quantifying the-cultural of an organization; it precedes the notion of organizational
culture. There are two difficulties in defining organization climate: how to define
 climate, and how to measure it effectively on different levels of analysis. Furthermore,
there are several approaches to the concept of climate. Organizational climate is an
abstract and intangible concept. But it excercises a significant impact on the behaviour
and performance of organisational members. It refers to the relatively enduring
characteristics which remain stable over a period of time.

3. Leader: Leadership is a function of knowing yourself, having a vision that is well

communicated, building trust among colleagues, and taking effective action to realize
your own leadership potential. Leadership encourages decision-making from different
perspectives. Leadership may be emphasised throughout the organization. The
organization takes several leadership styles such as Autocratic and Democratic. In
autocratic style, leader makes decisions without reference to anyone there is high
degree of dependence on leader. It may create de-motivation and alienation of staff.

4. Group Influences: A collection of individuals who have regular contact and frequent
interaction, mutual influence, common feeling of camaraderie, and who work together
to achieve a common set of goals. There are several references makes people
susceptible to group influence i.e., attention to social comparison information,
separateness-connectedness, connected self-schema, social influence and
embarrassment.

5. Job Challenge: The job challenge profile is a self-assessment that will gauge workplace
challenges and highlights prime learning experiences. This profile can show you or your
employees how to seek, challenge and develop the valuable skills needed within ones
professional life. Job assignments are one of the oldest and most important forms of
leader development. It can give you the opportunity to learn by doing, and more
importantly, allow you to grow as a leader. But not every job can help develop
leadership, however. It must be something that stretches you, pushes you out of your
comfort zone, and requires you to think and act differently.

6. Managerial Styles: According to Hay-McBer there are six key leadership or management
styles.

 Directive: The directive also known as coercive style has the primary objective of
immediate compliance from employees. This kind of style is effective when there
is a crisis, when deviations are risky. And results in non-effectiveness when,
employees are underdeveloped- little learning happens with this style.
 Employees are highly skilled and they become frustrated and resentful at the
micro managing.
 Authoritative: The authoritative style has the primary objective of providing
long-term direction and vision for employees. This style is effective when clear
directions and standards needed and less effective in when employees are
underdeveloped, they need more guidance on what to do.
 Affiliative: The affiliative style has the primary objective of creating harmony
among employees and between manager and employees. This style is effective
when used with other styles, counselling and managing conflicts and ineffective
when performance is inadequate.
 Participative: The participative style has the primary objective of building
commitment and consensus among employees. It is effective when employees
are working together and the staff has experience and credibility. It is also less
effective in some cases when employees are not coordinated and there is a
crisis.
 Pacesetting: The pacesetting style has the primary objective of accomplishing
tasks to high standard of excellence. It is most effective in various cases where
people are highly motivated and managing experts but also least effective when
workload requires assistance from others.
 Coaching: The coaching style has the primary objective of long-term professional
development of employees. It is so effective in cases when skills are needed to
be developed, it makes employees motivated and ineffective when the leader
lacks expertise.

Q-5 What are the top management roles in organizational success?

Ans-5 Top management team of a company controls decision-making that affects everyone
from the president down to entry level employees. Those decisions, along with the way the
management members treat the staff, affect the success of the company. Understanding those
effects helps the management team make changes as necessary to improve the achievement of
the company.

Companies are increasingly using organizational project management in their work to achieve
company goals. The purpose of this study is to investigate the effectiveness of the company
strategy implementation in different business organization. This study aims to determine roles
of top management and organizational project management in the company strategy
implementation. Also other organizational factors which may affect the efficiency of the
strategy implementation will be considered. In this study, research method was the case study
carried out in business organizations. The result indicate the importance of clear roles and
responsibilities in the organizational project management governance. Moreover, both top
management and organizational project management emphasized the importance of
communication, because nowadays changes in environment and other focus areas require a
fast response.

The corporate policies and acceptable behaviours generally start at the top level of
management. The leaders of the company establish procedures and expectations through
those policies. The way the company is run day to day, based on those policies, helps establish
the corporate culture. A culture that encourages creativity and innovation is likely to result in a
company that is successful and continually comes up with new ideas. A stifling corporate
culture limits the efforts of the employees, making it difficult for the company to advance.

The goals and vision of the company guide the work that is completed by the employees. Top
management is usually responsible for establishing these goals. To reach higher achievements
for the company, top management needs to establish goals that push employees to grow. The
goal must take into consideration the company’s current situation. The management team
needs to decide what achievement it wants to reach and how the company will grow going
forward. Writing concrete, specific goals of the company helps direct the workload for the
employees.

A company’s financial decisions typically come from the top level of management. This includes
each department’s budget for the fiscal year. I many cases, the purchase of equipments and
many assets must be approved by top management. If the employees don’t have access to the
equipment and resources necessary to complete their jobs, the company’s achievement
suffers. A management team that supports the staff and has a sense of what they need is better
equipped to lead the company to success.

The top management of a company leads by example and affects the motivation felt by the
employees. A management team that takes a sincere interest and connects with the staff is
more likely to inspire the employees to achieve. Transparency from the management team
about the company’s future aids in motivating the staff because it gives them a better ideas of
the reasons for their work duties.