DEFINING THE MANAGERIAL JOB

R.RAVIMOHAN
 OBJECTIVES OF THE MODULE

• Descriptive Dimensions of Managerial

Jobs – Methods – Model – Time
Dimensions in Managerial Jobs – Effective
and Ineffective Job behavior – Functional
and level differences in Managerial Job
behavior.
 DESCRIPTIVE DIMENSIONS OF MANAGERIAL JOB
• The role of the manager has four different dimensions, and within each
one, there are ways to gauge effectiveness:
• Managerial duties. How effective is this person in areas such as setting
context and boundaries, planning, and delegating? Are these things being
done?
• Team work. How effective is the team as a whole? What is their level of
performance? Are projects and work being completed on time? On budget?
In accordance with quality standards
• Distribution of work across the team. Are the right tasks being given to the
right people? Is the manager correctly identifying the work that he/she
must personally do to add value? Is the team working together? Is
employee morale high? Are individuals’ capacities balanced
• Appropriate delegation. Is the manager correctly identifying the work that
he/she must personally do to add value? Of the work that is delegated, is it
appropriately sized for the team member that is to do the work?
 MEASURE MANAGERIAL EFFECTIVENESS

• It is a given that these are not entirely precise measure-

ments: the team could be dysfunctional for reasons other
than their manager, for instance; or projects could be off-
budget because of factors beyond their control. But, in
general, these are useful factors to consider when measur-
ing manager effectiveness, which must be monitored by
the manager’s manager. At the same time, it is import-ant
to ensure that the people with the appropriate capability
for leading be positioned in managerial roles; that goes a
long way in boosting effectiveness, efficiency, and the
quality of work done by the entire team.
 MANAGERIAL EFFECTIVENESS-PETER DRUCKER
• 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.
1. General Functions of a Manager
• Planning.
• Organising.
• Leading. And
• Controlling.
 PLANNING
• Planning - plans to integrate and coordinate activities.
• Organizing- includes the determination of what tasks are to be done, how the
tasks are to be grouped, who reports to whom and where the decisions are to be
made.
• Leading - management‘s job to direct and coordinate people. When managers
motivate subordinates, direct the activities of others, select the most effective
communication channel, or resolve conflicts among members.
• Controlling - To ensure that things are going, as they should, management must
monitor the organization‘s performance.
Functional Dimensions: Henri Fayol.
• The other activities of a business enterprise that managers perform, according to
Fayol, could be divided into six categories:
• 1. Technical (Production, Manufacturing) .
• 2. Commercial (Buying, Selling, Exchanging) .
• 3. Financial (Obtaining and using capital) .
• 4. Security (Protecting of property and persons) .
• 5. Accounting (Balance sheet, stock taking, statistics, costing).
• 6. Managerial (Planning, Organizing, Commanding, Co-coordinating, Control).
 PERSONAL QUALITIES
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 behaviour.
• Win with grace.
• Express hostility tactfully.
 OUTCOME OF MANAGERIAL EFFECTIVENESS
These reflect on outcome of effective managing and include:
• Organizational efficiency
• High productivity
• Profit maximization
• Organizational stability
• Employee welfare
• Social welfare
The four greatest myths are:
1. Task-oriented skills are more important for leadership effectiveness
than 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.
 4 GREATEST MYTHS
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.