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ZENITH
International Journal of Multidisciplinary Research
Vol.1 Issue 2, June 2011, ISSN 2231 5780
THE CHANGING ROLE OF MANAGERIAL EXCELLENCE IN
CURRENT SCENARIO
* AARTI SHARMA; ** POOJA GUPTA
* Lecturer , S.D.College of Management, Israna,
Paninpat,Haryana, India
__________________________________________________________________
ABSTRACT
Managerial effectiveness is very important for the survival and growth of the organization.
Certain behavioural skills are required of individuals if they are to be effective as managers. The
paper discusses the managerial effectiveness from three different perspectives (.Traditional,
Organisational, Individual) Managerial effectiveness is the function mainly three variables,
namely the manager, the organization and the environment. effective management is the
culmination of synergy of effectiveness of individual managers in the organisationThe
performance of a manager can be measured by the extent to which goals that are important to the
group and organisations are met through the productive efforts of subordinate and also highlights
the essential traits required to be a good manager, role of managerial excellance in Indian
industry and the Managerial process in future. In a fiercely competitive environment,
organizations are able to perform better and enhance value through aligning employee
performance with organizational objectives. This paper has been divided into various parts. In
first part, the concept of concept of managerial effectiveness will be described in detail. In the
second part, the influence of diversity on managerial effectiveness will be explained. In the last
chapter, managerial excellence in Indian industry will be described.
KEY WORDS: Excellance, Effectiveness, Approach, Traits, Process.
INTRODUCTION
rg.in
Organizational effectiveness is the degree to which an organization achieves its objectives h.o
without putting undue strain on its members Effectiveness is multidimensional concept. arc
Moreover effectiveness is a matter of degree. Different organizations may be effective to varying ese
degrees. Managerial effectiveness is very important for the survival and growth of the hr
organisation. It is difficult to define managerial effectiveness in concrete terms. Many perceive it enit
within a particular frame of reference. Decisions about effectiveness are bound to be situational w.z
and contingent upon the definition and perspectives of those making the judgment. Managerial
effectiveness has been studied with three perspectives: ww
1.Traditional/Conventional perspective
2. Organisational level competency based perspective, and
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ZENITH
International Journal of Multidisciplinary Research
Vol.1 Issue 2, June 2011, ISSN 2231 5780
3. An individual level competency based perspective.
The traditional model emphasizes the ability to set and achieve goals (Bartol and Martin, 1991)
where it is implicitly assumed that managerial effectiveness leads to organisational effectiveness.
The organisational competency based approach implies that there is long term future orientation
that accounts for both external and internal influences on the organisations. From these analyses
a vision is created for the future of the organisation, goals are set that will achieve the vision and
plans are developed to achieve these strategic goals. Here, the organisation tries to create the
system and environment with the help of skills and characteristics of managers that lead them to
achieve strategic intents.
The individual competency based approach to managerial effectiveness focuses upon the
individual rather than the organisation. The purpose of this approach is to develop transferable
(generic) management skills that are applicable across different circumstances both nationally
and internationally. But this competency-based perspective on managerial effectiveness has been
heavily criticised on the ground of the contingencies and the contexts.
Effectiveness is best seen as something a manager produces from a situation by managing it
appropriately, producing the results or meeting the targets in every sphere of the activities of
organisations. The manager's job is linked with three major dimensions--technical, conceptual,
and human. The productivity of any organisation can be increased by the effective management
of all the three dimensions and specially by managing the conceptual and human dimensions of
management. All managers need to work with and through subordinates to optimise
organisational performance. Therefore, certain behavioural skills are required of individuals if
they are to be effective as managers.
CONCEPT OF MANAGERIAL EFFECTIVENESS
The success of a manager lies mainly in achieving the goals of the organization through the
coordinated efforts of members of organization.
According to Reddin,‖Managerial Effectiveness is the extent to which a manager achieves the
output requirements of is situation. It is the manager’s job to be effective. It his only job.
Managerial Effectiveness has to be defined in terms of output rather than input by what a rg.in
manager achieves rather than by what he does. Effectiveness is not quality a manager brings to a rch.o
situation. Effectiveness is best seen as something a manager produces from a situation by sea
managing it appropriately. The manager must think in terms of performance, not personality. e
Managerial effectiveness is the function mainly three variables, namely the manager,the hr
organization and the environment. enit
w.z
THE MANAGER ww
To a great extent, the effectiveness of an executive depends upon his own personality and
style.Personality traits of the executive determine his competence in dealing with problems.
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ZENITH
International Journal of Multidisciplinary Research
Vol.1 Issue 2, June 2011, ISSN 2231 5780
Style (the behaviourial pattern) of the manager in dealing with people is an important variable
governing success.
THE ORGANISATION
The value system, culture and goals of the organization serve as the framework within which an
individual manager has to operate. Empirical studies have revealed that an executive who joins
an organization ultimately adopts the work culture and commitment prevailing in his
organization.
THE ENVIRONMENT
Nowadays, environment has become a key variable in managerial success. To some extent, an
organization and its executives can influence the environment to make it conducive to
managerial effectiveness.
IMPORTANCE OF MANAGERIAL EFFECTIVENESS
Managers have many resources at their disposal and the quality of work is dependent on how
well these resources have been used. The performance of a manager can be measured by the
extent to which goals that are important to the group and organisations are met through the
productive efforts of subordinates (Herbert, 1976). In other words, effective management is the
culmination of synergy of effectiveness of individual managers in the organisation (Sen and
Saxena, 1999).
Das (1987) identified the characteristics of an efficient branch manager as setting an example by
personal qualities, job knowledge, business acumen, and management ability. Miles (1992)
suggested that constructive use of authority entails the ability to formulate clear goals and to
determine what steps are necessary to achieve them, including getting people to do what is
necessary for achieving the targets. Misumi (1989), and Misumi and Peterson (1985) defined the
ideal manager in Japan in terms of both performance and maintenance orientations, namely, a
manager who leads the group towards goal attainment and preserves its social stability. Just as
there had been controversy and many arguments were raised that a good leader should have rg.in
certain characteristics similar arguments are there for managerial effectiveness. There are many rch.o
researchers who on the basis of their findings have identified that effective managers possess the sea
particular set of characteristics like job knowledge, good communication, business acumen and e
interpersonal relationship but having these characteristics are not sufficient to become effective hr
manager. Managerial effectiveness is not only a personality characteristic but it is related to enit
performance and output. Gupta (1996) has developed a 16-factor scale to measure managerial w.z
effectiveness. These factors are tapping three important aspects of effectiveness: activities of his ww
position, achieving the results, and developing further potential. The managerial effectiveness
has been measured by experts in several different ways at different times. Some models focus on
individual competencies of managerial effectiveness, while most of the studies have taken
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ZENITH
International Journal of Multidisciplinary Research
Vol.1 Issue 2, June 2011, ISSN 2231 5780
performance measure and superior's appraisals rather than self report measures while deciding
the effectiveness of a manager. In the light of above discussion, a study is planned to see the
effect of management position, departments, and personality variable on managerial
effectiveness.
Extraordinary
Performance: Empathy: Demonstrating
Understanding Personality sensitivity while retaining
Type. objectivity.
Managerial
Effectiveness
Enrollment: Facilitating Goal Relationship balance:
ownership by exploring Achieving goals effectively
alternatives and generating while maintain relationships.
solutions.
Coaching and mentoring:
Dealing with difficult colleagues
while maintain team atmosphere.
ESSENTIAL TRAITS OF GOOD MANAGER
According to various studies conducted, certain essential traits required of a good manager,
identified were found as follows:
rg.in
People Oriented: It is extremely important that a manager be ―People Oriented‖ i.e. he/she rch.o
should focus on building, guiding and motivating the team that he/she is going to lead. McShane sea
and Von Glinow (2000) describe good leadership as the process of influencing people and e
providing an environment for them to achieve team and organizational objectives. It is also hr
important that they spend sufficient time in building relations and developing bonds. Very often enit
managers are so caught up in attending meetings, putting together reports that they miss out on w.z
spending quality time with their teams. Viewing the team as humans rather than source of getting ww
work done would be an indicator of a good manager.
167
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