MANAGER

EFFECTIVENESS

July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

Organizational Effectiveness
Organizational effectiveness is determined by four

factors:
External Environment: Market, Govt. Policies .
Technology refers to the degree of modernization
and product characteristics
Organization Structure & Processes
People size, competence, Motivation
Yet in similar circumstances 2 organizations
produce different kinds of performance. The
difference is attributed to the Managerial
Effectiveness
July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

Managerial Effectiveness
It is the extent to which a manager
achieves results appropriate to his
position
Defined in terms of the outputs rather than input.

By what a manager achieves

(Effectiveness)
than
what he does
(Efficiency).

July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

Managerial Effectiveness

What makes a manager effective is

inconclusive. Yet there are three
important
attributes common to
all
managerial
role
irrespective of hierarchy & types of organization
they belong to.
Three factors with which a manager is expected
to make significant contributions to the
performance of organizations are:
I. Overview of the organization
2. Accountability
3. Exercise of discretion
July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

Who is a Manager?

Managers are those

Those who are responsible for attaining the
organizational goal
Those who oversee the activities of others
Get things done through other people
Those who are at communication &
coordination point to translate the policies
down the line,
communicate
upward
to
evolve suitable policies for the people and
the organization as a whole

They have their own Basic functions

July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

(POSDCORB)

ROLES & SKILLS OF A MANAGER

ROLES

Interpersonal Relationship : Figure head, Leader, Liaison;

Decisional Role Includes: Entrepreneur, Disturbance
handler, Resource allocator, Negotiator.
Informational Role : Monitor, Disseminator, Spokes Person
Robert Katz (1974).Skills of an Effective Administrator.
Harvard Business Review. Sep. Oct., pp. 90 102 identified 3
essential skills:
Technical the ability to apply specialized knowledge/
expertise;
Human the ability to understand, motivate & work with
others;
Conceptual the mental ability to analyze & diagnose
complex situations. (Decision
making)
Prof. I.S.F. Irudayaraj, XLRI, OB-1 for
July 16, 2014

HRM

Appropriate Results mean:

i.
Changing roles appropriately (CHANGE
STARTS IN THE MIND/ATTITUDE of the
person towards what he focuses at that level)
ii. Understanding his role set & the expectations
of people in the role set. (ROLE SET
ANALYSIS)
iii. Change of perspectives:
Time : Present to the Future
Focus (Sources of prob.): Internal to External
Nature Probs.handled: Oper.nal to Strategic
Nature of Intervention: Personal to systems.
July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

PARADIGM SHIFT
Paradigm (GK) Paradeigma model, pattern; a
way of thinking/ a scheme for understanding
reality (first introduced by Thomas Khun -1970)
A Paradigm
Establishes the rules (written/unwritten)
Defines the boundaries (within no boundaries)
Tells/ informs one how to behave within the boundaries
to be successful

What really impacts on the paradigm shift are

internationalization, Information Technology, Total
Quality,& Diversity.
July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM

PARADIGM SHIFT & DIMENSIONS

SOCRATIC MANAGER
OPEN MANAGER
RADICAL MANAGER
RENAISSANCE MANAGER
SCAVENGER MANAGER
HUMANE MANAGER

July 16, 2014

Prof. I.S.F. Irudayaraj, XLRI, OB-1 for

HRM