2. Human productivity – the „quality‟ and
„quantity‟ of work, is one of the most
important issues, which applied
behavioural sciences face today.
Productivity concerns both,
„effectiveness‟ and „efficiency‟.
„Effectiveness‟ is the foundation of
success.
„Efficiency‟ is a minimum condition for
survival after success has been achieved.
3. Efficiencyis concerned with . . . . .
‘doing things right‟.
Effectivenessis . . . . . .
‘doing the right things‟.
4. Leadership is a broader concept than Management.
Management is a special kind of leadership in which the
„accomplishment of organizational goals‟ is paramount.
Leadership is an attempt to influence people, individually
and in groups, for whatever reason.
While the tendency of a person to place personal goals
before the organizations goals may increase his own
prestige and importance, it often leads to “an
organizational environment that is not only inefficient, but
also stifling and frustrating to the individuals who must
cope with it.”
It is therefore necessary to recognize the differences
between individual goals, organizational goals, leadership
and management.
5. An attempt by an individual to have some effect on
the behaviour of another, is called attempted
leadership.
This may or may not produce the desired response.
The basic responsibility of managers in any
organization is to get work done, with and through
people, so that their success is measured by the
output or productivity of the group they lead.
There is therefore, a clear distinction between
successful and effective leadership and
management.
6. Successful
Attempted
A B
Leadership
Unsuccessful
7. Effective
Successful
Ineffective
Attempted
A B
Leadership
Unsuccessful
8. Success has to do with how the individual or the
group behaves.
Effectiveness is attitudinal in nature and describes
the internal state or pre-disposition of an
individual or a group.
Individuals who are interested only in success,
tend to emphasize their position power and use
close supervision.
Effective individuals, however, also depend on
personal power and use more general supervision.
Position power tends to be delegated down
through the organization, while personal power is
generated upward from below through follower
acceptance.
9. A study by Fred Luthans on the
similarities and differences
between
„Successful Managers‟
(those who were rapidly promoted) &
„Effective Managers‟
(those who had satisfied, committed employees and high
performing depts.) . . . .
. . . . revealed the following:
10. Spent more time and effort
networking with others, both, inside
and outside the organization, than
did Effective Managers.
Politicking and socializing occupied
most of their time, with less time
spent on the traditional activities of
managing – planning, decision
making and controlling.
11. Spentmost of their time in
communications, i.e. exchanging info
and paper work and in HRM.
Theseactivities contributed most to
the quality and quantity of their
high-performing depts.
12. Less than 10% of the managers in the study
sample, were in both, the top third of successful
managers and the top third of effective managers.
These managers were able to achieve a balanced
approach in their activities; they networked and
got the right job done.
The study concluded that more attention needs to
be paid to designing systems to reward and
support effective managers, not those with the
most successful political social skills.
By rewarding effectiveness, organizations will
increase their abilities to compete and excel in
rapidly changing market and environmental
conditions.
13. Rensis Likert identified three variables that are useful
in discussing effectiveness over time.
1. Causal (stimuli).
2. Intervening (organism) and . . . .
3. End Result (responses).
14. Those factors that influence the course of developments
within an organization and its results or
accomplishments.
The organization and its management can alter these
variables; they are beyond the control of the
organization, as are general business conditions.
Examples of causal variables are: leadership strategies,
skills and behaviour, management‟s decisions; and
policies and structure of the organization.
15. Likert stated that intervening variables
represent the current condition of the
internal state of the organization.
They are reflected in the commitment
to objectives, motivation and morale of
members and their skills in leadership,
communications, conflict resolution,
decision-making and problem solving.
17. To summarize, it is felt, that effectiveness is
actually determined by whatever the
manager and the organization decide are
their goals and objectives. They should
however remember that effectiveness is a
function of:
Output variables
(productivity/performance).
Intervening variables (the condition of the
human resources).
Short-range goals.
Long-range goals.
