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PERFORMANCE
-Empowering yourself to become a
High Performance Manager (HPM)
BA6009 - MANAGERIAL BEHAVIOUR AND
EFFECTIVENESS
Unit 1
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
Functional Dimensions: Henri Fayol
The other activities of a business enterprise that managers
perform, according to Fayol, could be divided into six
categories:
Technical (Production, Manufacturing)
Commercial (Buying, Selling, Exchanging)
Financial (Obtaining and using capital)
Security (Protecting of property and persons)
Accounting (Balance sheet, stock taking, statistics,
costing)
Managerial (Planning, Organizing, Commanding, Co-
coordinating, Control)
Henry Mintzberg Role Dimensions
Mintzberg developed a model of the related roles of
managers and he called them
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
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.
Procrastination
What To Delegate?
Dale McConky, suggests the following items to be delegated
to subordinates:
• Matters that keep repeating themselves
• Minor decisions most frequently made
• Parts of the job the supervisor is least qualified to handle
• Parts of the job that make the superior over specialized.
The reasons why they do not delegate are:
• Lack of confidence in subordinates
• Lack of self-confidence
• Poor definition of duties
• Aversion to risk taking
• Fear of subordinates as competitors.
• An inflated self-image
Certain tips to managers on time management:
Start your day without a plan of action.
Individual Organizational
Characteristics Transformation results
•Intelligence 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
Manager as Conductor
Manager as a developer
EFFECTIVENESS CAN BE LEARNED
Objectives of Effective Manager