Managerial Behaviour and Effectiveness

c

c

c

Managerial style & behaviour
The successful manager has the ability to

handle people effectively
People respond according to the manner in

which they are treated
The behaviour of managers & their style of

management will influence the level of
performance achieved by subordinate staff
cssumptions about human nature
Theory X
Theory X assumes that ±
The average person is lazy & has an inherent dislike of

work
Most people must be coerced, controlled, directed &
threatened with punishments if the organisation is to
achieve its objectives
The average person avoids responsibility, preferring to
be directed
Motivation occurs only at the physiological & security
levels
Theory Y
Theory Y assumes that ±
For most people work is as natural as play or

rest
People will exercise self
self--direction & self
self--control
Commitment to objectives is a function of
rewards associated with their achievement
Given the right conditions, the average worker
can accept and seek responsibility
Theory Y
Theory Y assumes that -
The capacity for creativity in solving

organisational problems is distributed widely
The intellectual potential of the average person
is only partially utilised
Motivation occurs at the affiliation, esteem &
self--actualisation levels
self
cs situations demands
Theory X and Y represent extremes of the

natural inclination of managers towards a
particular style of behaviour
In practice the actual management style

adopted is influenced by the demands of the
given situation
vapanese Theory Z
Characteristics of a Theory Z organisation ±
Long
Long--term employment, often for a lifetime
Relatively slow process of evaluation and
promotion
Development of company
company--specific skills &
moderately specialised career path
Ouchi
vapanese Theory Z
Characteristics of a Theory Z organisation ±
Implicit, informal control mechanisms supported

by explicit, formal measures
Participative decision
decision--making but individual
ultimate responsibility
Broad concern for the welfare of subordinates &
co--workers as a natural part of a working
co
relationship & informal relationships among
people
Ouchi
Blake & Mouton
Managerial / leadership grid
The grid provides a basis for a comparison of
managerial styles in terms of ±
c concern for production
c concern for people

Ä
§
:: Blake, R.R. and McCanse, c.c. (1991)

§

,, Gulf Publishing
Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.
combinations
9,1 ± autocratic, relying on centralised systems & authority
1,9 ± hold a belief that contented staff will undertake what

is required of them & achieve a reasonable level of
output
5,5 ± middle
middle--of
of--the
the--road, live & let live approach with a
tendency to avoid the real issues
9,9 ± integrate task needs & concern for people

cdditional styles
' !! - organisational
performance occurs according to a system of
exchanges
" #! !! - reward &

approval are granted to people in return for loyalty &
obedience; punishment is threatened for failure to
comply
Dominant style of management
The dominant style of management is influenced in any
particular situation by:
' he nature of the organisation in which

a manager is employed
$ - the personal values, beliefs or ideals of the
manager
" he deep rooted personal history of
the manager
% - chance has not provided the manager with an
opportunity to learn
Likert¶s management system
&

± decisions imposed on staff
& motivation is based on threats

± condescending form of
leadership with motivation based on system of
rewards
%
± some trust in staff, motivation based
on rewards & also some involvement
' "
± involves trust & confidence in staff
with motivation based on rewards for achievement of
agreed goals
§upportive relationships
These relationships are intended to enhance self-

self-
esteem and ego building. They contribute to
subordinates¶ sense of personal worth,
significance and dignity.
§upportive relationships
c superior¶s behaviour is supportive when there is:
Mutual confidence & trust

Opportunity to maintain a good income
cn understanding of work problems & help in doing
the job
Genuine interest in personal problems
Help with training to assist promotion
c sharing of information
Management by objectives (MBO)
c management style or system that relates organisational

goals to individual performance & development through
involvement of all levels of management
The basis for MBO is ±

The setting of objectives & targets
Participation by individual managers in agreeing unit
objectives & criteria of performance
The continual review & appraisal of results
(
Ä '
'

MBO advantages & constraints
Provides the opportunity Places too much

for staff to accept greater emphasis on individual
responsibility & make job definition &
higher level of personal management authority
contribution
structure
cssumes no conflict
Modern form of scientific between individual &
management organisational goals
Not always easy to set
specific targets or figures
for senior jobs
Five essential principles
§uccessful management of people is based on:
honesty, trust, openness, mutual respect, coco--operation &
support
a perception of employees as an essential asset to be
invested in
a clearly established set of principles applied in daily
tasks
fundamental leadership relating to vision, charisma &
ability to gain team commitment & co-co-operation
the establishment of essential practices such as setting
high standards & achieving them
Ä )
The effective management of people

The golden rule management
philosophy
Trust people fairly but according to merit
Make others feel important
Motivate people by praise
Encourage feedback
§andwich every bit of criticism between two
layers of heavy praise
Have an open
open--door philosophy
Help other people get what they want
Never hide behind policy or pomposity
Ä *
+

,
Managerial effectiveness
c study by Proudfoot Consulting reported that ±
Poor planning & inadequate management are still

the key reasons for the majority of time wasted
globally in the workplace
Effective & successful managers
Luthans makes the following distinction:

! ± defined in terms of the
quantity & quality of standards of performance &
the satisfaction & commitment of subordinates
- ! ± defined operationally

in terms of the speed of their performance within
the organisation
c !

c !

*
The strength of motivation & Meeting important deadlines

the morale of staff
cccuracy of work
The success of their training &
development Level of complaints
The creation of an cdherence to quality standards

organisational environment in
which staff work willingly &
effectively Productivity
cdhering to budgets set

c
"

. .

. .
.
The 3-
3-D model of managerial effectiveness
' ÄÄ%($
The 3-
3-D model of managerial effectiveness
.-- ÄÄ%($
General criteria of managerial
effectiveness
The manager¶s work

The manager him/herself
The manager¶s relationship with other people
The manager as part of the organisation
Criterion of general effectiveness

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c  

 The successful manager has the ability to

 People respond according to the manner in

 The behaviour of managers & their style of

 The average person is lazy & has an inherent dislike of

 For most people work is as natural as play or

Theory Y assumes that -

 The capacity for creativity in solving

 Theory X and Y represent extremes of the

 In practice the actual management style

 Implicit, informal control mechanisms supported

 c concern for production

 c concern for people

1,9 ± hold a belief that contented staff will undertake what

9,9 ± integrate task needs & concern for people

 " #! !! - reward &

 '  he nature of the organisation in which

These relationships are intended to enhance self-

c superior¶s behaviour is supportive when there is:

 Mutual confidence & trust

c management style or system that relates organisational

The basis for MBO is ±

 Provides the opportunity  Places too much

The effective management of people

c study by Proudfoot Consulting reported that ±

Poor planning & inadequate management are still

 -  ! ± defined operationally

 The strength of motivation &  Meeting important deadlines

 The creation of an  cdherence to quality standards

 cdhering to budgets set

 The manager¶s work

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c

The successful manager has the ability to

People respond according to the manner in

The behaviour of managers & their style of

The average person is lazy & has an inherent dislike of

For most people work is as natural as play or

The capacity for creativity in solving

Theory X and Y represent extremes of the

In practice the actual management style

Implicit, informal control mechanisms supported

c concern for production

c concern for people

" #! !! - reward &

' he nature of the organisation in which

Mutual confidence & trust

Provides the opportunity Places too much

- ! ± defined operationally

The strength of motivation & Meeting important deadlines

The creation of an cdherence to quality standards

cdhering to budgets set

The manager¶s work