ENHANCING MANAGERIAL
PERFORMANCE
-Empowering yourself to become a
High Performance Manager (HPM)
DEFINING THE MANAGERIAL JOB
MANAGEMENT
According to Peter Drucker, Management implies
Effectiveness and effectiveness involves a set of practices
that can be learned. Such practices include:
Management of time
Focusing on employees and customers
Building on strengths
Identifying priorities
Making effective decisions
MANAGERIAL JOB-DESCRIPTIVE
DIMENSIONS
General Functions of a Manager
Planning
Organizing
Leading
Controlling
Ten Managerial Roles identified by
Mintzberg
Interpersonal Roles
Figurehead role
Leader
Liaison role
Informational Roles
Monitor
Disseminator role
Spokes Person
Decisional Roles
Entrepreneurial role
Disturbance handler role
Resource allocator role
Negotiator role
Gender, Leadership and Managerial job
dimensions
The four greatest myths are:
1. Task-oriented skills are more important for
leadership effectiveness than are person oriented
skills.
2. Male managers are more likely to possess task
oriented abilities than are female managers;
whereas female managers are more likely to
possess person oriented skills than are male
managers.
3. In order to maximize managerial effectiveness,
men should be given the jobs that require task-
oriented abilities and women should be given the
jobs that require interpersonal skills.
4. If women want to rise to the top levels of
management, they need to be more like men.
MYTH#1: Task-oriented skills are more
important for leadership effectiveness than
are person-oriented skills.
MYTH#2: Male managers are more likely to
possess task-oriented abilities than are female
mangers, whereas female managers are more
likely to possess person-oriented skills than are
male managers.
MYTH#3: In order to maximize managerial
effectiveness, men should be given the jobs that
require task-oriented abilities and women should
be given the jobs that require
interpersonal skills.
MYTH#4: If women want to rise to the top levels
of management, they need to be more like men.
Benefits of Androgynous Management
Delegation as an important function of Manager:
There are several advantages resulting from effective
delegation:
In order to delegate, the manager should have the following:
Receptiveness Willingness to delegate welcomes the
ideas of subordinate
Willingness to allow them to make decisions
Willingness to let others make mistakes
Willingness to trust subordinates
Should delegate only if they have means of getting feedback
Reward effective delegation.
Social Responsibilities of Managers and Ethics to
be followed:
Responsibility towards shareholders
Responsibility towards consumers
Responsibility towards employees
Responsibility towards creditors
Responsibility towards the government
Responsibility towards suppliers
Responsibility towards competitors
Responsibility towards general public
TIME DIMENSIONS IN MANAGERIAL JOB
Time Management
The objective of time management is to increase and optimize the use
of your discretionary time. Time Management actually relates to:
Getting the best out of your time
Time management is the same as managing your life
Life management
Time management
Now management
Prioritization
Managing your mind
MANAGERIAL MODEL
Organizational Environment
Individual Characteristics Organizational results
Intelligence Transformation Process Profit maximization
Aptitude Organizational
Knowledge Managerial Job efficiency
Temperament dimension High Productivity
Preference General functions Employee Satisfaction
Expectation & Feedback
Ability Feedback Specialized functions Customer satisfaction
Motivation
Opportunity
Person Process Product
Heuristic Model Of Managerial Behavior &
Performance
The person
Qualities include
Ability to sustain defeat Alert
Ambitious Assertive
Capable of good judgment Confident
Competitive Creative
Decisive Dedicated
Defensive Dynamism
Emotional stability Energetic
Extrovert Fear of failure
Group oriented Honest
Intelligent Mentally strong
Optimistic Pragmatic
Predictable Realistic
Self-controlled Tolerant
The process
Answers how managers manage successfully
Manage work instead of people
Plan and organize effectively
Set goals realistically
Decisions based on consensus but accept responsibility
Delegate frequently and effectively
Rely on others to help solve problems
Communicate precisely
Cooperate with others
Display consistent and dependable behavior
MODEL OF MANAGERIAL EFFECTIVENESS
Heuristic Model
Heroic Models of the manager
Manager as Master Technician
Manager as Conductor
Manager as a developer
EFFECTIVE MANAGER AS AN OPTIMIZER:
To optimize is to increase productivity for which the following four components should be
given atmost attention by the managers.
Mentoring
Feedback
Counseling
Discipline
TEN STEPS TO BECOME AN EFFECTIVE
MANAGER
1. What are the goals and objectives of the organization?
Do your team members know what they are supposed to
accomplish?
2. What is your role in attaining these goals and
objectives? What are your team members roles?
3. What tools or resources will you have to work with in
order to fulfill your role?
4. What procedures and rules will you have to follow?
5. How much authority do you have? How much do your
team members have?
6. What are your relationships inside and outside of your
department or organization?
7. What criteria will be used to measure your performance?
8. Will you receive feedback on how you are doing? Where,
when, and how?
9. Where and from whom can you or your team members
receive help and support when it is needed?
10.What rewards or recognition will you receive?
FUNCTIONAL AND LEVEL DIFFERENCES IN MANAGERIAL JOB
BEHAVIOUR
Top-level Management
Middle level Managers
First level Managers
SKILLS REQUIRED BY THE MANAGERS AT EACH LEVEL
Technical at supervisory role
Human middle level
Conceptual top level
Top Managerial Level- Its significance
Change: What is it?
Change is the norm
Change is unavoidable
Task of the organization is to lead change.
