Managerial Effectiveness

1. MANAGERIAL
EFFECTIVENESS
 Managerial effectiveness is the degree to
which management actions are achieving
the goals and objectives agreed for a
protected area.
 The evaluation of managerial
effectiveness help attain given objectives of
the organization, as well as, bring the
success and ultimate survival of the
organization. 1

2. MANAGERIAL
EFFECTIVENESS
 The need of managerial effectiveness is as
strong in public sector organizations as in
private enterprise organizations.
 Managerial effectiveness depends on
various elements, among of them are the
manager himself/ herself, the people
manager working with, and the
organization.
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3. EFFECIENCY and
EFFECTIVENESS
 Efficiency is concerned with ‘doing things
right’, and relates to inputs and what the
manager does (as things that yield positive
results).
 Effectiveness is concerned with ‘doing the
right things’, and relates to outputs of the
job and what the manager actually
achieves (as completing a task cheaper or
faster). 3

4. EFFECTIVENESS
MANAGER and
SUCCESSFUL MANAGER
■ Effective managers: have the quantity and
quality of standards of performance, and the
satisfaction and commitment of
subordinates.
■ Successful managers: have the speed of
their promotion within an organisation.

5. EFFECTIVENESS
MANAGER and
SUCCESSFUL MANAGER
 The biggest contribution to effectiveness
came from communicating, human
resource management, and the weakest
from networking activity respectively.
 The biggest key to success came from the
networking activity, with the weakest
contribution from the human resource
management activity.5

6. MEASURES of
EFFECTIVENESS
The manager’s effectiveness may be assessed
in part by such key factors:
■ The strength of motivation and morale
of staff
■ The success of their training and
development
■ The creation of an organizational
environment in which staff work willingly
and effectively
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7. MEASURES of
EFFECTIVENESS
For some management jobs, it might be possible
to identify other criteria of managerial
effectiveness, such as:
■ Meeting important deadlines
■ Accuracy of work carried out by the
department, perhaps measured by the number of
recorded errors
■ Level of complaints received from
superiors, other departments, customers or
clients, suppliers, the public
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8. MEASURES of
EFFECTIVENESS
■ Adherence to quality standards, for
example, the amount of scrap or waste
material
■ Keeping within agreed cost or
budgetary control limits
■ Levels of output and productivity
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9. CONCLUSION
The manager might be considered as the core
in the organization. Managerial effectiveness,
therefore, plays the key role throughout the
operation of the organization. The good
performance and effectiveness of the
managers is the advantage of an enterprise in
the competitive economy.
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10. CONCLUSION
The manager might be considered as the core
in the organization. Managerial effectiveness,
therefore, plays the key role throughout the
operation of the organization. The good
performance and effectiveness of the
managers is the advantage of an enterprise in
the competitive economy.
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