UNIT III

ENVIRONMENTAL ISSUES IN MANAGERIAL EFFECTIVENESS & DEVELOPING THE

WINNING EDGE

Organisational Processes
Managerial Effectiveness Developed Through Organizational Interventions

Organizational development (OD) it is a term used to encompass a collection
of planned-change interventions, built on humanistic-democratic values, that
seek to improve organizational effectiveness and employee well being.
OD Values

Respect for employees

Trust and support

Power equalization

Participation
OD Interventions Techniques

Sensitivity Training

Refer to a method of changing behaviour through unstructured group
interaction.

The group is process-oriented, which means that individuals learn through
observing and participating rather than being told.

The objectives of the T-groups are to provide the subjects with increased
awareness of their own behaviour and how others perceive them, greater
sensitivity to the behaviour of others, and increased understanding of group
processes.
Survey Feedback


One tool for assessing attitudes held by organizational members, identifying
discrepancies among member perceptions, solving differences is the survey
feedback approach.

The questionnaire typically asks members for their perceptions and attitudes
on a broad range of topics, including decision making practices;
communication effectiveness; coordination between units; and satisfaction
with organization, job, peers, and their immediate supervisor.
Team Building

Team building can be applied within groups or at the inter group level where
activities are interdependent.

The objective is to improve coordinative efforts of team members, which will
result in increasing the group‘s performance.

The activities considered in team building typically include goal setting,
development of interpersonal relations among team members, role analysis
to clarify each member‘s role and responsibilities, and team process
analysis.
Inter-group Development

Inter-group development seeks to change the attitudes, stereotypes, and
perceptions that groups have of each other.

Each group meet independently to develop lists of its perception of itself, the
other group, and how it believes the other group perceives it.

Organizational Climate

Organizational climate (sometimes known as Corporate Climate) is the

process of quantifying the ―culture‖ of an organization, it precedes the notion
of organizational culture.
Features of organisational climate
  Organisational climate is an abstract and intangible concept. But it exercises
a significant impact on the behaviour and performance of organisational
members.
 It is the perceived aspect of organisational internal environment.
 It refers to the relatively enduring characteristics which remain stable over a
period of time.
 It gives a distinct identity to organisation and do difference from one to
other organisations.
 Total expression of what the organisation is all about.
 It provide the view of people behaviour about the organisation.
 It's a multi- dimensional concept .
Elements of organisational climate
 Individual autonomy
 Position structure
 Reward orientation
 Task orientation
 Relations orientation or consideration

Factors Affecting Organizational Climate and Retention

Organisational change: Change refers to new reporting relationships,

responsibilities, procedures, policies, equipment, tools, and/or software used on the
job. Think about how an organization or work unit responds to change as a whole,
rather than how individuals respond.
Service-Service is defined as meeting the needs and expectations of the persons
(children, youth and families) for whom you are performing your work. This does
not refer to the management, but the persons who benefit from the work.
Compensation-Monetary compensation is an employee's gross payroll pay rate and
benefits programs funded by an organization or agency. Flextime and benefits like
agency-based childcare are closely related to compensation.

Leader
"Leadership is a function of knowing yourself, having a vision that is well
communicated, building trust among colleagues, and taking effective action to
realize your own leadership potential."
Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation of staff
– May be valuable in some types of business where decisions need to be
made quickly and decisively
• Democratic:
– Consultative: process of consultation before decisions are taken
– Persuasive: Leader takes decision and seeks to persuade others that the
decision is correct
• Laissez-Faire:
– ‗Let it be‘ – the leadership responsibilities are shared by all
– Can be very useful in businesses where creative ideas are important
– Can be highly motivational,
– Can make coordination and decision making time-consuming and
lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations
 • Paternalistic:
1. Leader acts as a ‗father figure‘
2. Paternalistic leader makes decision but may consult
3. Believes in the need to support staff
4. Theories of Leadership

Group Influences
A collection of individuals who have regular contact and frequent
interaction, mutual influence, common feelings of camaraderie, and
who work together to achieve a common set of goals.
Group influence

Group type

Primary

Secondary

Brand community

Formal vs. informal groups

Conformity

Peer pressure

Job Challenge
The Job Challenge Profile (JCP) is a self-assessment that will gauge workplace
challenges and highlights prime learning experiences. This profile can show you or
your employees how to seek, challenge and develop the valuable skills needed
within ones professional life.
There are five clusters of job components that represent major aspects of
managerial work:
› Experiencing a job transition
› Creating change
› Managing high levels of responsibility
› Managing boundaries
› Dealing with diversity

The benefits of using the Job Challenge Profile:

› Versatile: can be administered to managers and leaders at all levels and

organization types
› Quick, easy to understand and administer
› Comprehensive Facilitator‘s Guide
Competition
Managerial perspective, competition generally falls into
the external environment, though it can also take shape in the internal environment
through rivalry between strategic business units. For managers, understanding the
external competitive landscape is a critical factor in assessing company strategies
and benchmarking appropriately to ensure the competitiveness of the firm.
Businesses that fail to keep pace with their rivals will eventually be overpowered
and often forced to develop an exit strategy.

Managerial Styles
Management Styles
According to Hay-McBer there are six key leadership or management styles.
DIRECTIVE
The DIRECTIVE (Coercive) style has the primary objective of immediate
compliance from employees:
 The ―do it the way I tell you‖ manager
 Closely controls employees
 Motivates by threats and discipline
Effective when:
 There is a crisis
 When deviations are risky
Not effective when:
 Employees are underdeveloped – little learning happens with this style
 Employees are highly skilled – they become frustrated and resentful at
the micromanaging.
AUTHORITATIVE
The AUTHORITATIVE (Visionary) style has the primary objective of providing
long-term direction and vision for employees:
 The firm but fair‖ manager
 Gives employees clear direction
 Motivates by persuasion and feedback on task performance
 Clear directions and standards needed
 The leader is credible Ineffective when:
 Employees are underdeveloped – they need guidance on what to do
 The leader is not credible – people won‘t follow your vision if they don‘t
believe in it

AFFILIATIVE
The AFFILIATIVE style has the primary objective of creating harmony among
employees and between manager and employees:
 The ―people first, task second‖ manager
 Avoids conflict and emphasizes good personal relationships among
employees
 Motivates by trying to keep people happy
Effective when:
 Used with other styles
 Tasks routine, performance adequate
 Counselling, helping
PARTICIPATIVE
The PARTICIPATIVE (Democratic) style has the primary objective of building
commitment and consensus among employees:
 The everyone has input‖ manager
 Encourages employee input in decision making
PACESETTING
The PACESETTING style has the primary objective of accomplishing tasks to a
high standard of excellence:
 The do it myself‖ manager
 Performs many tasks personally and expects employees to follow his/her
example
 Motivates by setting high standards and expects self-direction from
employees

Self Development

Personal development is a lifelong process. It's a way for people to assess their
skills and qualities, consider their aims in life and set goals in order to realise and
maximise their potential.

15 Personal Development Strategy Tips

1. Make your own development your number 1 priority.
2. Spend more time developing as a person than developing as a manager.
3. Imagine you had to make the case to yourself regarding the
development you need. What would it take to convince you to invest?
4. Give yourself a self-appraisal. (see our article: self-performance
appraisal for some useful questions to ask yourself)
5. Choose how you want to develop, rather than conform to whatever an
organization might tell you to do. In some cases they may be one and
the same – but the difference is that you choose to do it!
 6. Spend much more time on getting better at what you‘re good at, than
struggling to improve your weaknesses.
7. Identify some specific strengths you have and commit to getting even
better at them.
8. What do you aspire to do/be?
9. Make the ―ordinary‖ part of your development – what happens in your
normal day‘s work that can help you to develop?
10. Choose something you do, then try to do it to the best of your ability.
11. Take real pride in something that you do.
12. Take on an ordinary project and find something extra-ordinary in it –
try to make a real impact.
13. Vary your learning diet. Experience bite-size learning, the small
learning snacks just when you need them.
14. Cultivate a healthy dissatisfaction with how things are. If you are to
improve you need to have some dissatisfaction with your current
abilities. Be careful that your motive here is to improve, not to become
frustrated or cynical.
15. Learn more about what you really enjoy doing.

Negotiation Skills
Negotiation is a method by which people settle differences - explore the stages
of negotiation and learn how to improve your negotiating skills.
These skills include:

Effective verbal communication. See our pages: Verbal
Communication and Effective Speaking.

Listening.

Reducing misunderstandings is a key part of effective negotiation. ...

Rapport Building. ...

Problem Solving. ...
 
Decision Making. ...

Assertiveness. ...

Dealing with Difficult Situations.

Problem Analysis

Effective negotiators must have the skills to analyze a problem to determine

the interests of each party in the negotiation. A detailed problem analysis identifies
the issue, the interested parties and the outcome goals. For example, in an
employer and employee contract negotiation, the problem or area where the parties
disagree may be in salary or benefits. Identifying the issues for both sides can help
to find a compromise for all partie
Preparation

Before entering a bargaining meeting, the skilled negotiator prepares for the
meeting. Preparation includes determining goals, areas for trade and alternatives to
the stated goals. In addition, negotiators study the history of the relationship
between the two parties and past negotiations to find areas of agreement and
common goals. Past precedents and outcomes can set the tone for current
negotiations.

Active Listening
Negotiators have the skills to listen actively to the other party during the
debate. Active listening involves the ability to read body language as well as verbal
communication. It is important to listen to the other party to find areas for
compromise during the meeting. Instead of spending the bulk of the time in
negotiation expounding the virtues of his viewpoint, the skilled negotiator will
spend more time listening to the other party.
Emotional Control

It is vital that a negotiator have the ability to keep his emotions in check
during the negotiation. While a negotiation on contentious issues can be
frustrating, allowing emotions to take control during the meeting can lead to
unfavorable results. For example, a manager frustrated with the lack of progress
during a salary negotiation may concede more than is acceptable to the
organization in an attempt to end the frustration. On the other hand, employees
negotiating a pay raise may become too emotionally involved to accept a
compromise with management and take an all or nothing approach, which breaks
down the communication between the two parties.
Verbal Communication
Negotiators must have the ability to communicate clearly and effectively to
the other side during the negotiation. Misunderstandings can occur if the negotiator
does not state his case clearly. During a bargaining meeting, an effective negotiator
must have the skills to state his desired outcome as well as his reasoning.

Collaboration and Teamwork

Negotiation is not necessarily a one side against another arrangement.
Effective negotiators must have the skills to work together as a team and foster a
collaborative atmosphere during negotiations. Those involved in a negotiation on
both sides of the issue must work together to reach an agreeable solution.
Problem Solving
Individuals with negotiation skills have the ability to seek a variety of
solutions to problems. Instead of focusing on his ultimate goal for the negotiation,
the individual with skills can focus on solving the problem, which may be a
breakdown in communication, to benefit both sides of the issue.
 Decision Making Ability

Leaders with negotiation skills have the ability to act decisively during a
negotiation. It may be necessary during a bargaining arrangement to agree to a
compromise quickly to end a stalemate.
Interpersonal Skills
Effective negotiators have the interpersonal skills to maintain a good
working relationship with those involved in the negotiation. Negotiators with
patience and the ability to persuade others without using manipulation can
maintain a positive atmosphere during a difficult negotiation.
Ethics and Reliability
Ethical standards and reliability in an effective negotiator promote a trusting
environment for negotiations. Both sides in a negotiation must trust that the other
party will follow through on promises and agreements. A negotiator must have the
skills to execute on his promises after bargaining ends.

Knowledge Management
Knowledge management (KM) is the process of capturing, developing,
sharing, and effectively using organizational knowledge. It refers to a multi-
disciplined approach to achieving organisational objectives by making the
best use of knowledge.
"Knowledge management is the process of capturing, distributing, and
effectively using knowledge."
"Knowledge management is a discipline that promotes an integrated
approach to identifying, capturing, evaluating, retrieving, and sharing all of an
enterprise's information assets. These assets may include databases, documents,
policies, procedures, and previously un-captured expertise and experience in
individual workers."
First Stage of KM: Information Technology
Second Stage of KM: HR and Corporate Culture
Third Stage of KM: Taxonomy and Content Management