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Managerial effectiveness

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Managerial effectiveness

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Managerial effectiveness

  1. 1. 1 MANAGERIAL EFFECTIVENESS
  2. 2. 2 MANAGERIAL EFFECTIVENESS A CONCEPTUAL FRAMEWORK
  3. 3. 3 Effective & successful managers Successful managers – defined operationally in terms of the speed of their performance within the organisation Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates
  4. 4. 4 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
  5. 5. 5 The effective management of people Figure 7.5
  6. 6. 6 Old Manager  Thinks of self as manager or boss  Follows chain of command  Works within a set organizational structure New Manager  Thinks of self as sponsor, team leader, or internal consultant  Deals with anyone necessary to get job done  Changes organizational structure in response to market change 1
  7. 7. 7 Old Manager  Makes most decisions alone  Hoards information  Tries to master one major discipline  Demands long hours New Manager  Invites others to join in decision making  Shares information  Tries to master broad array of disciplines  Demands results 1.7
  8. 8. 8 Assessing a manager’s effectiveness The strength of motivation & the morale of staff The success of their training & development The creation of an organisational environment in which staff work willingly & effectively Meeting important deadlines Accuracy of work Level of complaints Adherence to quality standards Productivity Adhering to budgets set
  9. 9. 9 Success Domains Key is Balance Personal Growth Relationships Work Material Wealth Power Spirituality Health Integrity
  10. 10. 10 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
  11. 11. 11 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
  12. 12. 12 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
  13. 13. 13 STRESS MANAGEMENT
  14. 14. 14 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
  15. 15. 15 Stress Approaches Fight Flight
  16. 16. 16 Potential negative consequences of a destructive job stress-burnout cycle.
  17. 17. 17 Yerkes-Dodson Law Performance arousal High Low Low (distress) Optimum (eustress) High (distress) Stress level Boredom from understimulation Optimum stress load Conditions perceived as stressful Distress from overstimulation
  18. 18. 18 Sources of Stress at Work (Internal & External) Work Demands TTaasskk DDeemmaannddss RRoollee DDeemmaannddss Change & uncertainty Lack of control Career progress New technologies Work overload/underload Role conflict: • Interrole • Intrarole • Person-role Role ambiguity IInntteerrppeerrssoonnaall DDeemmaannddss PPhhyyssiiccaall DDeemmaannddss Abrasive personalities Sexual harassment Leadership styles Extreme environments Strenuous activities Hazardous substances
  19. 19. 19 Stress Sources at Work (Internal & External) NonWork Demands FFaammiillyy DDeemmaannddss PPeerrssoonnaall DDeemmaannddss Marital expectations Child-rearing/day care arrangements Parental care Religious activities Self-improvement tasks Traumatic events
  20. 20. 20 How to combat stress? Mental  Count to 10  Control your thoughts  Fantasize  Ignore the problem???  Meditate & Yoga • Focus point • Control your breathing  Think about how you’ll be a better person • Failure • Success
  21. 21. 21 How to combat stress? Physical  Stretch  Massage  Exercise  Aromatherapy  Reflexology Stress and Money Prioritize Delegate Diet Sleep 
  22. 22. 22 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

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