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Managerial Effectiveness

Managerial effectiveness depends on both successful and effective management. Successful managers are defined by speed of performance while effective managers are defined by quality and standards of performance as well as subordinate satisfaction and commitment. The golden rule of management emphasizes trust, importance, praise, feedback, criticism sandwich, open-door policy, and helping others. Assessing managerial effectiveness includes motivation, morale, training outcomes, environment, productivity, budgets, and deadlines. Managing stress requires balancing relationships, personal growth, spirituality, health, integrity, and material wealth. Sources of stress include work demands, interpersonal demands, and non-work demands. Combating stress involves mental techniques like meditation as well as physical activities, stress and money management, priorit

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Saffa Ibrahim
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41 views23 pages

Managerial Effectiveness

Managerial effectiveness depends on both successful and effective management. Successful managers are defined by speed of performance while effective managers are defined by quality and standards of performance as well as subordinate satisfaction and commitment. The golden rule of management emphasizes trust, importance, praise, feedback, criticism sandwich, open-door policy, and helping others. Assessing managerial effectiveness includes motivation, morale, training outcomes, environment, productivity, budgets, and deadlines. Managing stress requires balancing relationships, personal growth, spirituality, health, integrity, and material wealth. Sources of stress include work demands, interpersonal demands, and non-work demands. Combating stress involves mental techniques like meditation as well as physical activities, stress and money management, priorit

Uploaded by

Saffa Ibrahim
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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MANAGERIAL EFFECTIVENESS

MANAGERIAL EFFECTIVENESS

A CONCEPTUAL FRAMEWORK
Effective & successful managers
 Successful managers – defined
operationally in terms of the speed of
their performance within the
organisation

 Effectivemanagers – defined in terms


of the quantity & quality of standards of
performance & the satisfaction &
commitment of subordinates
The golden rule management philosophy

 Trust people fairly but according to merit


 Make others feel important
 Motivate people by praise
 Encourage feedback
 Sandwich every bit of criticism between two
layers of heavy praise
 Have an open-door philosophy
 Help other people get what they want
 Never hide behind policy or pomposity
Figure 7.5

The effective management of people


1

Old Manager New Manager


 Thinks of self  Thinks of self as
as manager or sponsor, team leader,
boss or internal consultant
 Follows chain  Deals with anyone
of command necessary to get job
done
 Works within a
set  Changes
organizational organizational
structure structure in response
to market change
1.7

Old Manager New Manager


 Makes most  Invites others to
decisions join in decision
alone making
 Hoards  Shares
information
information
 Tries to master  Tries to master
one major
discipline broad array
of disciplines
 Demands long
hours
 Demands results
Assessing a manager’s effectiveness

 The
 Meeting important
strength of deadlines
motivation & the morale
of staff  Accuracy of work

 The success of their  Level of complaints


training & development
 Adherence to quality
 The creation of an standards
organisational
environment in which  Productivity
staff work willingly &
effectively  Adhering to budgets set
Success Domains
Relationships
Personal
Work
Growth

Spirituality Material
Power
Wealth

Integrity
Health

 Key is Balance
The Basic Managerial Skills
 Planning, Organizing
 Setting goals (Prioritize & Posterioritize)
 Self assessment (Contribution, Productivity)
 Team building (Participation,Interpersonal)
 Managing time and stress
 Problem solving and decision-making
 Creativity
 Communication & listening (Multi culture)
 Emotional Intelligence
Emotional Intelligence
• Ability to monitor your own and others’
emotions and deal with them effectively
• Leaders with emotional intelligence are
– More likely to detect friction and eliminate
conflict
– More flexible
– Better situational leaders
The Basic Leadership Skills
 How you manage!
 Philosophy, style, approach, attitude, emotional
intelligence.
 Motivating and inspiring others to high levels
of performance
 Effective leaders know how to lead in any
given situation, with any given group of
individuals
 Effective Leadership is very rare – and
extremely valuable to organizations
STRESS MANAGEMENT
What is Stress?

Stress - the unconscious preparation to


fight or flee that a person experiences
when faced with any demand

Stressor - the person or event that


triggers the stress response
Stress Approaches

Fight
Flight
Potential negative consequences of a destructive job
stress-burnout cycle.
Yerkes-Dodson Law
Performance arousal
High

Low
Low Optimum High
(distress) (eustress) (distress)

Stress level

Boredom from Optimum Conditions Distress from


understimulation stress load perceived overstimulation
as stressful
Sources of Stress at Work
(Internal & External)
Work Demands
Task Demands Rol e Demands
Change & uncertainty Role conflict:
Lack of control  Interrole
Career progress  Intrarole
New technologies  Person-role
Work overload/underload Role ambiguity
Interpersonal Demands Physi cal Demands
Abrasive personalities Extreme environments
Sexual harassment Strenuous activities
Leadership styles Hazardous
substances
Stress Sources at Work
(Internal & External)
NonWork Demands
Fami l y Demands Personal Demands
Marital expectations Religious activities
Child-rearing/day care Self-improvement tasks
arrangements Traumatic events
Parental care
How to combat stress?
 Mental
 Count to 10
 Control your thoughts
 Fantasize
 Ignore the problem???
 Meditate
• Focus point
• Control your breathing
 Think about how you’ll be a better person
• Failure
• Success
How to combat stress?

 Physical
Stretch
 Massage
 Exercise
 Aromatherapy
 Reflexology
 Stress and Money
 Prioritize
 Delegate
 Diet
 Sleep

Maintaining Work-Life Balance

 The importance
 Changing social scene
 Changing work culture
 Increased work time
 Dual income families
 Steps to achieve work-life balance:
 Discourage employees from working late
 Take a regular employee satisfaction survey
 Provide vacations
 flexi times
SPIRITUALITY
AND
STRESS MANAGEMENT

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