Leadership & change management, lecture 4, by rahat kazmi

LEADERSHIP AND CHANGE
MANAGEMENT
REFLECT YOUR MANAGERIAL EFFECTIVENESS
WITHIN AN ORGANISATION

LECTURE 2

BY

RAHAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

Follow him on Twitter: twitter.com/srahatkazmi or
Join Facebook Fan’s page : facebook.com/TrainingConsultant
Vist the website: www.softskillsexperts.com

Reflect your Managerial

Effectiveness within an

Organisation


Objectives

After today you all
will know what is
expected of you
in an organisation
towards your
managerial effectiveness

What Is the Meaning of Managerial Effectiveness?

 Managerial effectiveness is a leader’s
ability to achieve desired results.
 How well he applies his skills and
abilities in guiding and directing others
determines whether he can meet those
results effectively.
 If he can, his achievements are poised to
help the organization gain a competitive
edge against rival organizations
heading into the future.

Transformation of a Managerial Role

 Traditionally, performance has been
viewed as a function of ability and
motivation.
 Failure to boost performance reflects not
a lack of motivation or ability, but an
inaccurate reading of the manager's
role.
 Role of a Manager has changed
significantly from what was needed
yesterday.
 Especially in our fast-paced,
information-limited, and highly
competitive technology-based
organizations.

Gauging Managerial Effectiveness

 Managerial effectiveness is gauged by the results a
leader achieves.
 Results are generally believed to be influenced by
the organization’s established culture.
 A good leader must adapt to the organization’s
culture and make sure her skills are aligned with
organizational goals in order to achieve positive
results.


The Skills of an Effective Manager

 Technical, People and conceptual skills that can make him
an effective leader, according to theoretical models of
leadership.
 Technical skills include specialized training, skilled
performance of specific tasks, expertise in a specific
field or industry and the ability to apply specialized
knowledge to tasks and objectives.
 People skills include the ability to work well with others,
motivate workers, resolve conflicts, delegate roles and
communicate objectives clearly.
 Conceptual skills are broader and more self-actualized.

The Skills of an Effective Manager

 They include the ability to see the organization in the
context of its industry.
 The ability to understand how each part of the
organization functions as a whole.
 The ability to visualize a future course of action
based on current organizational and industry trends.
 The ability to analyze and diagnose complex
situations.
 The ability to understand the interrelationships at
work in the organization.

Achieving Results

 Senior management is responsible for identifying the
core competencies of the organization.
 And making sure those competencies are complemented
by its managers and its overall workforce.
 It is up to senior management to strategically place a
manager in the department where his/her skills and
competencies will reflect the current and future needs of
the organization.
 In order to effectively achieve results that benefit the
organization in the short- and long-run.

An Example of Managerial Effectiveness

 The results of a marketing project led by a finance
manager, for example, would not be as strong as the
results achieved by a marketing manager

 who is well-versed in market strategy and research.
Choices such as these significantly affect an
organization's overall performance.


A Competitive Edge

 Managerial effectiveness has the potential of
creating efficiencies that create a sustainable
competitive advantage against rival organizations.
 And increase opportunities for future enterprise.
 It also fosters individual growth in the manager and
his/her followers
 And, over time, generates shareholder value for the
organization.


McGregor’s Theories, X & Y

Theory X is the carrot-and-stick assumptions:
 The average person is lazy and has an inherent dislike of
work
 Most people must be coerced, controlled, directed and
threatened
 The average person accepts responsibility, prefers to be
directed, lacks ambition and values security.
 Motivation occurs only at the physiological and security
levels
The central principle of theory x is direction and control
Using a centralised system of organisation

McGregor’s Theories, X & Y

Theory Y is the integration of individual and
Organisational
goals:

 For most people work is as natural as play and rest
 People will exercise self-direction and self-control in the
service of objectives to which they are committed
 Given the right conditions, the average worker can learn to
accept and to seek responsibility.
Mullins (2007)

Theory Z by Ouchi

Theory Z organization is described by:

 Long-term employment, often for a lifetime
 Relatively slow process of evaluation and promotion
 Development of company specific skills, and moderately
specialised career path
 Participative decision-making by consensus


8 Styles of Managerial Behaviour
According to Reddin (1970) in his 3-D model of managerial effectiveness there are
eight styles of managerial behaviour-four effective and four ineffective styles

More effective style in terms Less effective styles in terms
of tasks and relationships: of tasks and relationships:

 Bureaucratic-main interest is in  Deserter-passive and negative
rules and procedures manager
 Benevolent autocrat-managers  Autocrat-lacks confidence in
achieve tasks without resentments others. Interested only in tasks
 Developer-having implicit trust in  Missionary-interest lies only in
people to develop them preserving harmony
 Executive-a good motivator, sets  Compromiser-too easily
high standards, favours teams influenced by pressure. A poor
decision maker


Embracing change

Less-Effective Managers Highly Effective Managers

 Dislike change  In contrast, recognize
 Prefer predictability turbulence, flux, and
ambiguity as facts of life.
 Order and stability.
 They know the environment
 They believe that turbulence will never "settle down.“
in their firms is temporary.
 Many of these managers are
 They blame it on senior energized by turbulence,
management. because it creates
 They prefer to wait until opportunities.
"things settle down“ before  Some of these Managers
tackling big problems. would soon be bored by a
predictable, stable work
situation.

Attending to External Realities

 Focus their time and  Attend to the organization,
attention on the routines of they are trying to accelerate
the internal organization. it and cut the bureaucracy.
 Their memos and meetings  In addition, much of their
revolve around budget attention, in and out of
variances, paper flow, meetings and memos,
procedures, and personnel. focuses on external issues.
 They are hypersensitive to  Such as changes in markets
company politics and technology.
 Many take it upon
themselves to regularly meet
with customers, suppliers,
and consultants.

Creating Power


 Consider their power to get  Distinguish formal authority
things done severely limited. and power.
 They believe that real power  They recognize that top
resides with top management. management has more formal
 They say, "It doesn't pay to try authority.
to get things done until senior  They believe that power, like
management gets its act respect, is earned, not given
together." out.
 They also believe that power  Since these managers view
comes from job titles and power as the ability to
positions on organizational influence people and get things
charts. done.
 Anyone can have power.

Promoting a coaching style


 Spend relatively little time  Want people to devise new
coaching their people. ways to do things.
 They see coaching in terms  Encourage them to "challenge
of delegation. the system" .
 Assigning well-defined tasks  With an eye to improving
and carefully following up. efficiency, containing costs,
 Under this kind of leadership and enhancing revenue.
staff leave their brains at  Once they outline the
home fundamental do's and don'ts:
 these managers get out of the
way


Expanding Job Responsibilities


 See their primary responsibility  Envision opportunities and
as meeting the demands of accomplishments.
bosses, job descriptions, and  Seek out and grab new
annual goals. responsibilities.
 They assume that it’s up to the  They constantly think about how
boss to expand their job they can make things better.
responsibilities and goals.
 In effect, they’re continually
 And often complain of being in reshaping their jobs.
dead-end positions.
 When responsibilities are
increased, they often complain
about feeling overburdened.


Creating Expertise
 Recognize the importance of expertise  See their roles as developing experts
but are "too busy" to grow (or hire) it. and expertise throughout the
organization.
 They see developing expertise as
someone else's job.  They promote specific skills and "deep
talent" in everything from computers to
 They discourage curiosity (under the business literacy.
guise of "keeping people focused").  They encourage subordinates to find
applications for new technologies.
 Discourage efforts to keep abreast of
developments in the technical field, the  Promote mentoring and education
programs to ensure professional
company, and the industry. vitality.
 In dealing with lower levels and other  They concentrate on helping people
departments, they see their role as understand the business and emphasize
moderating and filtering information the importance of widening information
flow.
flow.
 And building internal systems to pump
 This will give people what they need to more knowledge through the
know to do "most things right." organization.

Driving Out Fear
 Work from a primitive philosophy of
 Acknowledge the corrosive effect of fear.
fear
 While they keep high standards and exhibit
 They think fear is the best motivator in a sense of urgency.
business.  Making it safer to challenge the process so
 They also use— as a matter of style— long as it’ll benefit organizational goals.
intimidation, rudeness, abruptness,  They’re comfortable working with
individuals with ideas and values.
broken promises, a rush to judgment.
 They see their role as defusing personal
 A general tone of "the workplace is a fears about confrontation, loss of influence,
jungle." and being left behind by changes in
technology and organizational structure.
 Use fear to "motivate" others.
 They use a variety of techniques, including
 Demonstrate their own fears by open-door policies, supportive feedback,
dampening other's ideas. and training programs.
 Especially when they differ from the  They believe leaders must reduce fear and
prevent it from enhancing the workplace
manager's preferences, or from and implementing change.
standard operating procedures.

Exhibiting Readiness as An Entrepreneur
 Want initiative and creativity from  Want initiative and creativity from their
their work associates. work associates .
 Speak of their employees' need to  Speak of their employees' need to
"think and act like businesspeople.“ "think and act like businesspeople .
 Typically refuse to share financial  See their role as developing a culture in
which everyone has the information to
details with other levels and make decisions and take risks.
departments.  Are compensated for getting the
 Guard the processes for allocating information and acting on it.
resources.  Know this approach flies in the face of
traditional compensation schemes.
 Don’t share decisions about alliance
 Organize projects to encourage
opportunities and results of marketing ownership and accountability by the
or competitive analysis studies before group doing the work.
thoroughly scrubbing them.  They constantly seek to find and
strengthen ways to enable and motivate
everyone in the group to act as an owner

Keeping Balance
 Seldom distinguish consequential  Distinguish high- and low-impact
changes from insignificant ones. interventions.
 Often they “play it safe” while  They recognize that high-impact
appearing busy. change often involves a restructuring
 For example, one director saw of operations.
switching to a different vendor as a  Not just manipulation of superficial
high-impact change even as he forms.
stayed with the same unresponsive
distribution channel.  For example, they’re reluctant to layer
new technology on an old system, at
 Fiddle around the edges of a
least until the process is overhauled.
problem, psychologically "hanging out
in familiar places."


Demonstrating Emotional Maturity
 Have difficulty maintaining their  Project a combination of urgency,
composure under stress. passion, composure, and confidence
 Allow their immediate personal needs during tough times.
to distort the way they see themselves  Are not afraid to work collegially with
as managers. anyone (regardless of department or
 They’re also turf- and status-conscious. level).
 They see little value in mingling with  Or doing whatever is needed to get
people in “lower” levels and pitching the job done
in to perform non traditional tasks
during a crunch.


Providing the Long-Term View
 Even those who talk about “vision,”  Also talk about vision, but their
seem unable to draw a coherent, approach is to make and share best
practical “big picture” context for bets about where the world is going.
themselves or their colleagues.
 Know where the organization ought to
 They doubt the value of providing go, and how all that might affect
shape and overview to events. daily work.
 They invite discussion of changes in
technology, markets, and the business
environment.


Standing for An Idea
 Are unaware of what values they  Stand for one or two ideas—self-
represent. management or speed.
 Short of “making plans” or “meeting  Are tough, persistent, and consistent in
budget.” how they express those ideas.
 There’s little coherence in the pattern  They’re also eager to enrol others in
of their decisions. the same point of view.
 On one hand, they seem to favour  They go to great lengths to avoid
everything—cost-reduction, quality, acting or appearing opportunistic.
innovation, service—but their
decisions lack consistency and
continuity.
 Indeed, they often take contradictory
positions, depending on the political
circumstances, and are susceptible to
programs-of-the-month

What is Expected of an Effective Manager?

 The constant changes around us demand new behaviours and
actions.
 It’s much more critical that we understand how our
management style influences our effectiveness.
 Without an accurate perception of our roles, all the advice
and how-to’s in the world are worthless.
 Inaccurate role perception explains why so many mangers--
no matter how many seminars they attend and management
tapes they audit--can’t translate their knowledge into higher
job performance.
 And if they don't understand their role, managers won't be
able to accumulate the skills and capacities they need to
channel their motivation in the right direction, let alone to
motivate others toward the proper goals.

Effectiveness – Comparing Management and Leadership
MANAGEMENT LEADERSHIP

Creating vision and
Planning and Budgeting .
DIRECTION Keeping an eye on the Bottom line
Strategy.
Keeping eye on horizon

Organizing and staffing Creating short culture and values
ALIGNMENT Directing and controlling Helping others Grow
Creating boundaries Reducing Boundaries

Focusing on Objects – Producing / Focusing on people – inspiring
Selling Goods and services And motivating followers
RELATIONSHIPS Based on position power Based on personal power
Acting as Boss Acting as Coach , facilitator , servant

Emotional distance Emotional Connections (Heart)
PERSONAL Expert mind Open mind (mindfulness)
Talking Listening ( communication)
QUALITIES Conformity Non Conformity (Courage)
Insight in to Organization Insight in to self ( integrity)

Creates Change ,
OUTCOMES Maintains stability
often radical change

Top 10 skills, Managers Need for Organizational Success

 INTER PERSONAL  ADVISING
 LISTENING  INTERVIEWING
 PERSUASION /  CONFLCIT
MOTIVATION MANAGEMENT
 PRESENTATION  WRITING
 SMALL GROUP  READING
COMMUNICATION
The above is according to a survey of Top Fortune 1000 companies


Then and Now

Reductionism “The New Holism
Parts Whole
Structured Corporate Creative
Rational Skillset!” Intuitive
Prove it! Open mind
Hierarchy Synergy
Categories Individuals
Left Right
Seperate Connected
Future/past brain brain Now
Precise Chaotic
Static Logical Intuitive Dynamic
Male Sequential Imagination Female
Rational Emotional
Nosy Selfcorrecting
Analytical Synthesizing
Seperate notes Objective Subjective Harmony
Mechanic Looks at parts Holistic Organic
Paul Wilson

Quote

“None of us is as smart as all of
us.”

Warren Bennis


References

 Laurie J Mullins (2007) Management and Organisational behaviour, 7th edition
 Richard L Daft (2007) Organization theory and design, 8th edition
 John Pearson and Robinson (2005) Strategic management; Formulation,
implementation and control, 7th edition
 IAM Diploma in Administrative Management: Study guide


Leadership & change management, lecture 4, by rahat kazmi

Recommandé

Recommandé

Contenu connexe

En vedette

En vedette (8)

Plus de Rahat Kazmi

Plus de Rahat Kazmi (9)

Dernier

Dernier (20)

Leadership & change management, lecture 4, by rahat kazmi