c
 


    

   

c

 
 
 
 c 
 

 Managerial style & behaviour

‡ The successful manager has the ability to

handle people effectively

‡ People respond according to the manner in

which they are treated

‡ The behaviour of managers & their style of

management will influence the level of
performance achieved by subordinate staff
 cssumptions about human nature
Theory X
Theory X assumes that ±

‡ The average person is lazy & has an inherent dislike of

work
‡ Most people must be coerced, controlled, directed &
threatened with punishments if the organisation is to
achieve its objectives
‡ The average person avoids responsibility, preferring to
be directed
‡ Motivation occurs only at the physiological & security
levels
 cssumptions about human nature
Theory Y
Theory Y assumes that ±

‡ For most people work is as natural as play or

rest
‡ People will exercise self
self--direction & self
self--control
‡ Commitment to objectives is a function of
rewards associated with their achievement
‡ Given the right conditions, the average worker
can accept and seek responsibility
 cssumptions about human nature
Theory Y

Theory Y assumes that -

‡ The capacity for creativity in solving

organisational problems is distributed widely
‡ The intellectual potential of the average person
is only partially utilised
‡ Motivation occurs at the affiliation, esteem &
self--actualisation levels
self
 cs situations demands

‡ Theory X and Y represent extremes of the

natural inclination of managers towards a
particular style of behaviour

‡ In practice the actual management style

adopted is influenced by the demands of the
given situation
 vapanese Theory Z
Characteristics of a Theory Z organisation ±

‡ Long
Long--term employment, often for a lifetime
‡ Relatively slow process of evaluation and
promotion
‡ Development of company
company--specific skills &
moderately specialised career path

Ouchi
 vapanese Theory Z
Characteristics of a Theory Z organisation ±

‡ Implicit, informal control mechanisms supported

by explicit, formal measures
‡ Participative decision
decision--making but individual
ultimate responsibility
‡ Broad concern for the welfare of subordinates &
co--workers as a natural part of a working
co
relationship & informal relationships among
people

Ouchi
 Blake & Mouton
Managerial / leadership grid
The grid provides a basis for a comparison of
managerial styles in terms of ±

‡ c concern for production

‡ c concern for people

 Ä 
Managerial / leadership grid

§


:: Blake, R.R. and McCanse, c.c. (1991) 




 
§ 


,, Gulf Publishing
Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.
 Managerial / leadership grid
combinations
9,1 ± autocratic, relying on centralised systems & authority

1,9 ± hold a belief that contented staff will undertake what

is required of them & achieve a reasonable level of
output

5,5 ± middle
middle--of
of--the
the--road, live & let live approach with a
tendency to avoid the real issues

9,9 ± integrate task needs & concern for people

 Managerial / leadership grid
cdditional styles
‡ '  !! - organisational
performance occurs according to a system of
exchanges

‡ " #! !! - reward &

approval are granted to people in return for loyalty &
obedience; punishment is threatened for failure to
comply
 Dominant style of management
The dominant style of management is influenced in any
particular situation by:

‡ ' he nature of the organisation in which

a manager is employed
‡ $ - the personal values, beliefs or ideals of the
manager
‡ "  he deep rooted personal history of
the manager
‡ % - chance has not provided the manager with an
opportunity to learn
 Likert¶s management system

 & 
 
 ± decisions imposed on staff
& motivation is based on threats
 
 
 ± condescending form of
leadership with motivation based on system of
rewards
 %
 ± some trust in staff, motivation based
on rewards & also some involvement
' " 
 ± involves trust & confidence in staff
with motivation based on rewards for achievement of
agreed goals
 §upportive relationships

These relationships are intended to enhance self-

self-
esteem and ego building. They contribute to
subordinates¶ sense of personal worth,
significance and dignity.
 §upportive relationships

c superior¶s behaviour is supportive when there is:

‡ Mutual confidence & trust

‡ Opportunity to maintain a good income
‡ cn understanding of work problems & help in doing
the job
‡ Genuine interest in personal problems
‡ Help with training to assist promotion
‡ c sharing of information
 Management by objectives (MBO)

c management style or system that relates organisational

goals to individual performance & development through
involvement of all levels of management

The basis for MBO is ±

‡ The setting of objectives & targets
‡ Participation by individual managers in agreeing unit
objectives & criteria of performance
‡ The continual review & appraisal of results
 (  
Ä '
' 

 MBO advantages & constraints

‡ Provides the opportunity ‡ Places too much

for staff to accept greater emphasis on individual
responsibility & make job definition &
higher level of personal management authority
contribution
structure
‡ cssumes no conflict
‡ Modern form of scientific between individual &
management organisational goals
‡ Not always easy to set
specific targets or figures
for senior jobs
 Five essential principles
§uccessful management of people is based on:
‡ honesty, trust, openness, mutual respect, coco--operation &
support
‡ a perception of employees as an essential asset to be
invested in
‡ a clearly established set of principles applied in daily
tasks
‡ fundamental leadership relating to vision, charisma &
ability to gain team commitment & co-co-operation
‡ the establishment of essential practices such as setting
high standards & achieving them
 Ä )

The effective management of people

 The golden rule management
philosophy
‡ Trust people fairly but according to merit
‡ Make others feel important
‡ Motivate people by praise
‡ Encourage feedback
‡ §andwich every bit of criticism between two
layers of heavy praise
‡ Have an open
open--door philosophy
‡ Help other people get what they want
‡ Never hide behind policy or pomposity
Ä *
+   
   
, 
 Managerial effectiveness

c study by Proudfoot Consulting reported that ±

Poor planning & inadequate management are still

the key reasons for the majority of time wasted
globally in the workplace
 Effective & successful managers
Luthans makes the following distinction:

‡  
 ! ± defined in terms of the
quantity & quality of standards of performance &
the satisfaction & commitment of subordinates

‡ -  ! ± defined operationally

in terms of the speed of their performance within
the organisation
 c  !  

c !  
 
 
  *

‡ The strength of motivation & ‡ Meeting important deadlines

the morale of staff
‡ cccuracy of work
‡ The success of their training &
development ‡ Level of complaints

‡ The creation of an ‡ cdherence to quality standards

organisational environment in
which staff work willingly &
effectively ‡ Productivity

‡ cdhering to budgets set

c   
  "  

  .   .



  .   .

.
The 3-
3-D model of managerial effectiveness
'
 ÄÄ%($
The 3-
3-D model of managerial effectiveness
.-- ÄÄ%($
 General criteria of managerial
effectiveness

‡ The manager¶s work

‡ The manager him/herself
‡ The manager¶s relationship with other people
‡ The manager as part of the organisation
‡ Criterion of general effectiveness