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.