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Transcript of MELJUN_CORTES's - Managerial Behaviour and Effectiveness
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ENHANCING MANAGERIALENHANCING MANAGERIAL
PERFORMANCEPERFORMANCE-- Empowering yourself to become a Empowering yourself to become a
High Performance Manager (HPM) High Performance Manager (HPM)
MELJUN CORTES MELJUN CORTES
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Mgmt 1Mgmt 1 -- MANAGERIAL BEHAVIOUR ANDMANAGERIAL BEHAVIOUR AND
EFFECTIVENESSEFFECTIVENESS
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Summary of all the discussionsSummary of all the discussions
Mgmt 1Mgmt 1 ± ± ³Principles of ³Principles of
Management´Management´
Final CoverageFinal Coverage
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DEFINING THE MANAGERIAL JOBDEFINING THE MANAGERIAL JOB
MANAGEMENTMANAGEMENT
According to Peter According to Peter Drucker Drucker, Management implies µEffectiveness¶, Management implies µEffectiveness¶
and effectiveness involves a set of practices that can beand effectiveness involves a set of practices that can be
learned. Such practices include:learned. Such practices include:
Management of time Management of time
Focusing on employees and customers Focusing on employees and customers
Building on strengths Building on strengths Identifying priorities Identifying priorities
Making effective decisions Making effective decisions
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MANAGERIAL JOBMANAGERIAL JOB--
DESCRIPTIVE DIMENSIONSDESCRIPTIVE DIMENSIONSGeneral Functions of a ManagerGeneral Functions of a Manager
PlanningPlanning
OrganizingOrganizing LeadingLeading
ControllingControlling
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Functional Dimensions: Henri FayolFunctional Dimensions: Henri Fayol
The other activities of a business enterprise that managersThe other activities of a business enterprise that managers
perform, according to Fayol, could be divided into six perform, according to Fayol, could be divided into six
categories:categories:
TechnicalTechnical (Production, Manufacturing)(Production, Manufacturing)
CommercialCommercial (Buying, Selling, Exchanging)(Buying, Selling, Exchanging)
FinancialFinancial (Obtaining and using capital)(Obtaining and using capital)
SecuritySecurity (Protecting of property and persons)(Protecting of property and persons)AccountingAccounting (Balance sheet, stock taking, statistics,(Balance sheet, stock taking, statistics,
costing)costing)
ManagerialManagerial (Planning, Organizing, Commanding, Co(Planning, Organizing, Commanding, Co--
coordinating, Control)coordinating, Control)
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HenryHenry MintzbergMintzberg Role DimensionsRole Dimensions
MintzbergMintzberg developed a model of the related roles of developed a model of the related roles of
managers and he called themmanagers and he called themTen Managerial Roles identified byTen Managerial Roles identified by MintzbergMintzberg
Interpersonal RolesInterpersonal Roles
Figurehead roleFigurehead role
LeaderLeader
Liaison roleLiaison role
Informational RolesInformational Roles
MonitorMonitor
Disseminator roleDisseminator role
S okes PersonS okes Person
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Decisional RolesDecisional Roles
Entrepreneurial roleEntrepreneurial role
Disturbance handler roleDisturbance handler role
Resource allocator roleResource allocator role
Negotiator roleNegotiator role
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Gender, Leadership and Managerial jobGender, Leadership and Managerial job
dimensionsdimensions
The four greatest myths are:The four greatest myths are:11.. Task Task--orientedoriented skillsskills areare moremore importantimportant for for
leadershipleadership effectivenesseffectiveness thanthan areare person person orientedoriented
skillsskills..2. Male managers are more likely to possess task 2. Male managers are more likely to possess task
oriented abilities than are female managers; whereasoriented abilities than are female managers; whereas
female managers are more likely to possess personfemale managers are more likely to possess person
oriented skills than are male managers.oriented skills than are male managers.
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3. In order to maximize managerial effectiveness,3. In order to maximize managerial effectiveness,
men should be given the jobs that require task men should be given the jobs that require task--oriented abilities and women should be given theoriented abilities and women should be given the
jobs that require interpersonal skills. jobs that require interpersonal skills.
4. If women want to rise to the top levels of 4. If women want to rise to the top levels of
management, they need to be more like men.management, they need to be more like men.
MYTH#1: Task MYTH#1: Task--oriented skills are more importantoriented skills are more importantfor leadership effectiveness than are personfor leadership effectiveness than are person--
oriented skills.oriented skills.
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MYTH#MYTH#22:: MaleMale managersmanagers areare moremore likelylikely toto
possesspossess task task--orientedoriented abilitiesabilities thanthan areare femalefemale
mangers,mangers, whereaswhereas femalefemale managersmanagers areare moremorelikelylikely toto possesspossess personperson--orientedoriented skillsskills thanthan areare
malemale managersmanagers..
MYTH#MYTH#33:: InIn orderorder toto maximizemaximize managerialmanagerialeffectiveness,effectiveness, menmen shouldshould bebe givengiven thethe jobs jobs thatthat
requirerequire task task--orientedoriented abilitiesabilities andand womenwomen shouldshould
bebe givengiven thethe jobs jobs thatthat requirerequire
interpersonalinterpersonal skillsskills..
MYTH#MYTH#44:: If If womenwomen wantwant toto riserise toto thethe toptop levelslevels
of of management,management, theythey needneed toto bebe moremore likelike menmen..
BenefitsBenefits of of AndrogynousAndrogynous ManagementManagement
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LuthansLuthans descriptiondescription of of effectiveeffective andand
successfulsuccessful managersmanagers::
FredFred LuthansLuthans and his associates studied more than 450 managers. Whatand his associates studied more than 450 managers. Whatthey found was that these managers all engaged in four managerialthey found was that these managers all engaged in four managerial
activities.activities.
Traditional ManagementTraditional Management:: DecisionDecision--making, planning, and controlling.making, planning, and controlling.
Communication:Communication: Exchanging routine information and processing paper Exchanging routine information and processing paper work work
Human resource Management:Human resource Management: Motivating, disciplining, managingMotivating, disciplining, managing
conflict, staffing and trainingconflict, staffing and training..
Networking:Networking: Socializing, politicking, and interacting with outsiders.Socializing, politicking, and interacting with outsiders.VARIOUS OTHER JOB CRITERIA DIMENSIONSVARIOUS OTHER JOB CRITERIA DIMENSIONS
SomeSome other other functionsfunctions thatthat managersmanagers perform perform areare Communication,Communication,
Listening,Listening, OralOral Presentation,Presentation, WrittenWritten CommunicationCommunication andand manymany moremore..
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Delegation as an important function of Manager:Delegation as an important function of Manager:
There are several advantages resulting from effectiveThere are several advantages resulting from effective
delegation:delegation:
In order to delegate, the manager should have the following:In order to delegate, the manager should have the following:
ReceptivenessReceptiveness ± ± Willingness to delegateWillingness to delegate ± ± welcomes the ideaswelcomes the ideas
of subordinateof subordinate
Willingness to allow them to make decisionsWillingness to allow them to make decisions
Willingness to let others make mistakesWillingness to let others make mistakes
Willingness to trust subordinatesWillingness to trust subordinates
Should delegate only if they have means of getting feedback Should delegate only if they have means of getting feedback Reward effective delegation.Reward effective delegation.
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Social Responsibilities of Managers and Ethics toSocial Responsibilities of Managers and Ethics to
be followed:be followed:
Responsibility towards shareholdersResponsibility towards shareholders Responsibility towards consumersResponsibility towards consumers
Responsibility towards employeesResponsibility towards employees
Responsibility towards creditorsResponsibility towards creditors Responsibility towards the governmentResponsibility towards the government
Responsibility towards suppliersResponsibility towards suppliers
Responsibility towards competitorsResponsibility towards competitors
Responsibility towards general publicResponsibility towards general publicExampleExample:: TataTata groupgroup of of companiescompanies took took upup socialsocial projectproject asas partpart of of itsits corporatecorporate policypolicy..
TataTata SteelSteel RuralRural DevelopmentDevelopment SocietySociety adoptedadopted 3232 clustersclusters of of villagevillage aroundaround
JamshedpurJamshedpur initiallyinitially.. TodayToday itit servesserves moremore thanthan 800800 villagesvillages inin eighteight districtsdistricts of of Bihar,Bihar,OrissaOrissa andand MM..PP..
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TIME DIMENSIONS IN MANAGERIAL JOBTIME DIMENSIONS IN MANAGERIAL JOB
Time ManagementTime Management
The objective of time management is to increase and optimize the use of The objective of time management is to increase and optimize the use of your discretionary time. Time Management actually relates to:your discretionary time. Time Management actually relates to:
Getting the best out of your timeGetting the best out of your time
Time management is the same as managing your lifeTime management is the same as managing your life
Life managementLife management
Time managementTime management
Now management Now management
PrioritizationPrioritization Managing your mindManaging your mind
AwarenessAwareness
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Major areas that help in the management of timeMajor areas that help in the management of time
There are five major areas, which are imperative to improving theThere are five major areas, which are imperative to improving the
management of time:management of time:
Habitual use of time Habitual use of time
Managers should generally spend an average day as given below:Managers should generally spend an average day as given below:
Pay off timePay off time -- 50% of average day50% of average day
Investment timeInvestment time -- 25% of average day25% of average dayOrganization timeOrganization time -- 15% of average day15% of average day
Wasted timeWasted time -- 10% of average day10% of average day
G oal setting G oal setting SS ± ± SpecificSpecific
MM-- MeasurableMeasurable
AA ± ± AchievableAchievable
R R ± ± RealisticRealistic
TT ± ± TimedTimed
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Priorities Priorities
CommunicationCommunication
Procrastination Procrastination
Procrastination is a major stumbling block for almostProcrastination is a major stumbling block for almost
everyone seeking to improve his use of time. Thereeveryone seeking to improve his use of time. There
are three causes, which lead to procrastination:are three causes, which lead to procrastination:
Unpleasantness Unpleasantness
Difficult projects Difficult projects
Indecision Indecision
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Principles of Time ManagementPrinciples of Time Management
Establish goals, both long Establish goals, both long--term and shortterm and short--termterm
Principles of brevity Principles of brevity Principles of habit Principles of habit
Principles of proper planning Principles of proper planning
Principles of prioritization Principles of prioritization
Principles of effectiveness Principles of effectiveness
Principles of equal distribution Principles of equal distribution
Time estimates Time estimates
Delegation of authority Delegation of authority
Management exception Management exception
Proper implementation Proper implementation
Follow up Follow up
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Some of the time wastersSome of the time wasters
Time wasters can be classified as internal time wasters andTime wasters can be classified as internal time wasters and
external time wasters.external time wasters. I nternal time wasters: I nternal time wasters:
Poor communication Poor communication--written and verbalwritten and verbal
Procrastination Procrastination
Inability to say µNo¶ Inability to say µNo¶
Poor prioritizing Poor prioritizing
Inadequate planning Inadequate planning
Failure to delegate Failure to delegate
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External time wasters: External time wasters:
Visitors Visitors
Meetings Meetings
Papers and correspondence Papers and correspondence
Telephone Telephone
Procedures and systems Procedures and systems
Travel Travel
Subordinates Subordinates
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T he other time wasters could be with regard toT he other time wasters could be with regard to
planning and process itself. planning and process itself.
Planning:Planning: Lack of clarity on objectives Lack of clarity on objectives
Shifting priorities Shifting priorities
Unrealistic time estimates Unrealistic time estimates Process:Process:
Lack of clarity about the job requirements. Lack of clarity about the job requirements.
Poor crisis management Poor crisis management
Inability to concentrate Inability to concentrate
Ineffective delegation Ineffective delegation
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Pruning Time Wasters:.Pruning Time Wasters:.
V isitorsV isitors
Meetings Meetings
Papers and correspondence Papers and correspondence
T elephoneT elephone
T ravel T ravel
I nformation I nformation
Selective reading Selective reading
There are four Ds to be kept in mind for managing our work There are four Ds to be kept in mind for managing our work effectively with regard to time. They are:effectively with regard to time. They are:
DD ± ± DumpDump DD ± ± DelayDelay DD ± ± DelegateDelegate DD ± ± DoDo
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Effective Time Management Techniques based onEffective Time Management Techniques based on
task orientation:task orientation:
Four kinds of tasksFour kinds of tasks
TwoTwo--dimensional view of tasks to be completeddimensional view of tasks to be completed
The Three Laws of Time and Effort ManagementThe Three Laws of Time and Effort Management
1.1. The Law for Planning our timeThe Law for Planning our time2.2. The Law for applying our effortThe Law for applying our effort
3.3. The Law for Investing our TalentThe Law for Investing our Talent
High Consideration and Low
Structure
High Structure and High
Consideration
Low Structure and Low
Consideration
High Structure and Low
Consideration
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Work measurement with relevance to time dimensionWork measurement with relevance to time dimension
Steps toward successful work measurementSteps toward successful work measurement-- organizing the work areaorganizing the work area
Thoroughly Inform Executives and Employees of theThoroughly Inform Executives and Employees of the
objectivesobjectives
Review and analyze their operationsReview and analyze their operations
Develop and discuss work simplificationDevelop and discuss work simplification
Instruct the employee and install the improved methodsInstruct the employee and install the improved methods Compile and code the operations listCompile and code the operations list
Study and measure operationsStudy and measure operations
Install activity and attendance reportingInstall activity and attendance reporting
Report and counsel management of the problem areasReport and counsel management of the problem areas
Plan and improve performancePlan and improve performance
Improve and control operational activitiesImprove and control operational activities
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Benefits of work measurement process areBenefits of work measurement process are
Reduced effort and fatigue; Reduced effort and fatigue;
Improved workstations; Improved workstations;
Workload redistribution because of imbalance, unimportance or work Workload redistribution because of imbalance, unimportance or work
below the employee¶s skills; below the employee¶s skills;
Job stability; Job stability;
Performance recognition; Performance recognition;
Delegation and Time managementDelegation and Time management
What is delegation?What is delegation?
There are several advantages resulting from effective delegation:There are several advantages resulting from effective delegation:
What To Delegate?What To Delegate?
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DaleDale McConkyMcConky, suggests the following items to be delegated, suggests the following items to be delegated
to subordinates:to subordinates:
Matters that keep repeating themselves Matters that keep repeating themselves
Minor decisions most frequently made Minor decisions most frequently made
Parts of the job the supervisor is least qualified to handle Parts of the job the supervisor is least qualified to handle
Parts of the job that make the superior over specialized. Parts of the job that make the superior over specialized.
The reasons why they do not delegate are:The reasons why they do not delegate are:
Lack of confidence in subordinates Lack of confidence in subordinates
Lack of self Lack of self--confidenceconfidence
Poor definition of duties Poor definition of duties Aversion to risk taking Aversion to risk taking
Fear of subordinates as competitors. Fear of subordinates as competitors.
An inflated self An inflated self--imageimage
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Certain tips to managers on time management:Certain tips to managers on time management:
Start your day without a plan of action.Start your day without a plan of action.
Get out of balance in your life.Get out of balance in your life. Work with a messy desk or work area.Work with a messy desk or work area.
Don¶t get enough sleep.Don¶t get enough sleep.
Don¶t take a lunch break.Don¶t take a lunch break.
Some behavioral negativities of our own nature that prohibit usSome behavioral negativities of our own nature that prohibit us
from maintaining timings and schedules are:from maintaining timings and schedules are:
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MANAGERIAL MODELMANAGERIAL MODEL
Person Process ProductPerson Process Product
Heuristic Model Of Managerial Behavior & PerformanceHeuristic Model Of Managerial Behavior & Performance
Organizational Environment
Individual Characteristics
Intelligence
Aptitude
Knowledge
Temperament
Preference
Expectation
Ability
Feedback
Motivation
Opportunity
Transformation Process
Managerial Job
dimension
General functions
&
Specialized functions
Organizational results
Profit maximization
Organizational
efficiency
High Productivity
Employee Satisfaction
Feedback
Customer satisfaction
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The personThe person
Qualities includeQualities include
Ability to sustain defeatAbility to sustain defeat AlertAlert
AmbitiousAmbitious AssertiveAssertive
Capable of good judgmentCapable of good judgment ConfidentConfident
CompetitiveCompetitive CreativeCreative
DecisiveDecisive DedicatedDedicated
DefensiveDefensive DynamismDynamism
Emotional stabilityEmotional stability EnergeticEnergetic
ExtrovertExtrovert Fear of failureFear of failure
Group orientedGroup oriented HonestHonest IntelligentIntelligent Mentally strongMentally strong
OptimisticOptimistic PragmaticPragmatic
PredictablePredictable RealisticRealistic
Self Self--controlledcontrolled TolerantTolerant
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The processThe process
Answers how managers manage successfully Answers how managers manage successfully
Manage work instead of people Manage work instead of people
Plan and organize effectively Plan and organize effectively
Set goals realistically Set goals realistically
Decisions based on consensus but accept responsibility Decisions based on consensus but accept responsibility
Delegate frequently and effectively Delegate frequently and effectively
Rely on others to help solve problems Rely on others to help solve problems
Communicate precisely Communicate precisely
Cooperate with others Cooperate with others
Display consistent and dependable behavior Display consistent and dependable behavior
Win with grace Win with grace
Express hostility tactfully Express hostility tactfully
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ProductProduct
These reflect on outcome of effective managing and include:These reflect on outcome of effective managing and include:
Organizational efficiency Organizational efficiency
High productivity High productivity
Profit maximization Profit maximization
Organizational stability Organizational stability
Employee welfare Employee welfare
Social welfare Social welfare
MODEL OF MANAGERIAL EFFECTIVENESSMODEL OF MANAGERIAL EFFECTIVENESS
Heuristic ModelHeuristic Model
Heroic Models of the managerHeroic Models of the manager
Manager as Master TechnicianManager as Master Technician
Manager as ConductorManager as Conductor
Manager as a developerManager as a developer
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EFFECTIVENESS CAN BE LEARNEDEFFECTIVENESS CAN BE LEARNED
Objectives of Effective ManagerObjectives of Effective Manager
EFFECTIVE MANAGER AS AN OPTIMIZER:EFFECTIVE MANAGER AS AN OPTIMIZER:
To optimize is to increase productivity for which the following four To optimize is to increase productivity for which the following four
components should be givencomponents should be given atmostatmost attention by the managers.attention by the managers.
Mentoring Mentoring
Feedback Feedback
Counseling Counseling
Discipline Discipline
APART FROM THE ABOVE MENTIONED COMPONENTS,APART FROM THE ABOVE MENTIONED COMPONENTS,
ANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BEANY MANAGERS IN ORDER TO OPTIMIZE, SHOULD BE
ABLE TOABLE TO
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EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER EFFECTIVE JOB BEHAVIOR WOULD BE FURTHER
POSSIBLE WITH THE ADOPTION OF CERTAIN SKILLSPOSSIBLE WITH THE ADOPTION OF CERTAIN SKILLS
Technical skills Technical skills
Human skills Human skills Conceptual skills Conceptual skills
Designing skills Designing skills
Communication skills Communication skills
Interpersonal skills Interpersonal skills
Understanding perception, self concept, and expressing emotions Understanding perception, self concept, and expressing emotions
Nonverbal and verbal skills Nonverbal and verbal skills
Conflict management skills Conflict management skills
Problem solving skills Problem solving skills
Political skills Political skills
Listening skills and feedback skills to build high performance Listening skills and feedback skills to build high performance
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TEN STEPS TO BECOME AN EFFECTIVE MANAGER TEN STEPS TO BECOME AN EFFECTIVE MANAGER
1.1. What are the goals and objectives of the organization? Do your teamWhat are the goals and objectives of the organization? Do your team
members know what they are supposed to accomplish?members know what they are supposed to accomplish?
2.2. What is your role in attaining these goals and objectives? What areWhat is your role in attaining these goals and objectives? What areyour team member¶s roles?your team member¶s roles?
3.3. What tools or resources will you have to work with in order to fulfillWhat tools or resources will you have to work with in order to fulfill
your role?your role?
4.4. What procedures and rules will you have to follow?What procedures and rules will you have to follow?
5.5. How much authority do you have? How much do your team membersHow much authority do you have? How much do your team members
have?have?
6.6. What are your relationships inside and outside of your department orWhat are your relationships inside and outside of your department or
organization?organization?
7.7. What criteria will be used to measure your performance?What criteria will be used to measure your performance?8.8. Will you receive feedback on how you are doing? Where, when, andWill you receive feedback on how you are doing? Where, when, and
how?how?
9.9. Where and from whom can you or your team members receive helpWhere and from whom can you or your team members receive help
and support when it is needed?and support when it is needed?
10.10. What rewards or recognition will you receive?What rewards or recognition will you receive?
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FUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIALFUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIAL
JOB BEHAVIOUR JOB BEHAVIOUR
TopTop--level Managementlevel Management
Middle level ManagersMiddle level Managers First level ManagersFirst level Managers
SKILLS REQUIRED BY THE MANAGERS AT EACH LEVELSKILLS REQUIRED BY THE MANAGERS AT EACH LEVEL
TechnicalTechnical ± ± at supervisory roleat supervisory role
HumanHuman ± ± middle levelmiddle level
ConceptualConceptual ± ± top leveltop level
Top Managerial LevelTop Managerial Level-- Its significanceIts significance
Change: What is it?Change: What is it?
Change is the norm Change is the norm
Change is unavoidable Change is unavoidable
Task of the organization is to lead change. Task of the organization is to lead change.
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1. Change Policies1. Change Policies
a. Abandon yesterdaya. Abandon yesterday
b. Organized Improvementb. Organized Improvementc. Exploiting Successc. Exploiting Success
2. Piloting2. Piloting
3. Changes And Continuity3. Changes And Continuity
4. Making The Future4. Making The Future