Description
This is a presentation describing about determining effectiveness of leadership.
DETERMINING EFFECTIVENESS
productivity – the „quality? and „quantity? of work, is one of the most important issues, which applied behavioural sciences face today. Productivity concerns both, „effectiveness? and „efficiency?. ? „Effectiveness? is the foundation of success. ? „Efficiency? is a minimum condition for survival after success has been achieved.
? Human
? Efficiency
is concerned with . . . . . ‘doing things right?.
? Effectiveness
is . . . . . . ‘doing the right things?.
? ? ? ?
?
Leadership is a broader concept than Management. Management is a special kind of leadership in which the „accomplishment of organizational goals? is paramount. Leadership is an attempt to influence people, individually and in groups, for whatever reason. While the tendency of a person to place personal goals before the organizations goals may increase his own prestige and importance, it often leads to “an organizational environment that is not only inefficient, but also stifling and frustrating to the individuals who must cope with it.” It is therefore necessary to recognize the differences between individual goals, organizational goals, leadership and management.
?
? ?
?
An attempt by an individual to have some effect on the behaviour of another, is called attempted leadership. This may or may not produce the desired response. The basic responsibility of managers in any organization is to get work done, with and through people, so that their success is measured by the output or productivity of the group they lead. There is therefore, a clear distinction between successful and effective leadership and management.
Successful
A
Attempted Leadership
B
Unsuccessful
Effective Successful Ineffective
Attempted A Leadership
B
Unsuccessful
? ?
?
? ?
Success has to do with how the individual or the group behaves. Effectiveness is attitudinal in nature and describes the internal state or pre-disposition of an individual or a group. Individuals who are interested only in success, tend to emphasize their position power and use close supervision. Effective individuals, however, also depend on personal power and use more general supervision. Position power tends to be delegated down through the organization, while personal power is generated upward from below through follower acceptance.
A study by Fred Luthans on the similarities and differences between „Successful Managers?
(those who were rapidly promoted)
&
„Effective Managers?
(those who had satisfied, committed employees and high
performing depts.) . . . .
. . . . revealed the following:
? Spent
more time and effort networking with others, both, inside and outside the organization, than did Effective Managers. ? Politicking and socializing occupied most of their time, with less time spent on the traditional activities of managing – planning, decision making and controlling.
? Spent
most of their time in communications, i.e. exchanging info and paper work and in HRM. activities contributed most to the quality and quantity of their high-performing depts.
? These
?
?
?
?
Less than 10% of the managers in the study sample, were in both, the top third of successful managers and the top third of effective managers. These managers were able to achieve a balanced approach in their activities; they networked and got the right job done. The study concluded that more attention needs to be paid to designing systems to reward and support effective managers, not those with the most successful political social skills. By rewarding effectiveness, organizations will increase their abilities to compete and excel in rapidly changing market and environmental conditions.
Rensis Likert identified three variables that are useful in discussing effectiveness over time.
1. Causal (stimuli). 2. Intervening (organism) 3. End Result (responses).
and . . . .
?
?
?
Those factors that influence the course of developments within an organization and its results or accomplishments. The organization and its management can alter these variables; they are beyond the control of the organization, as are general business conditions. Examples of causal variables are: leadership strategies, skills and behaviour, management?s decisions; and policies and structure of the organization.
? Likert
stated that intervening variables represent the current condition of the internal state of the organization. ? They are reflected in the commitment to objectives, motivation and morale of members and their skills in leadership, communications, conflict resolution, decision-making and problem solving.
These are dependent variables which represent the achievements of the org.
To summarize, it is felt, that effectiveness is actually determined by whatever the manager and the organization decide are their goals and objectives. They should however remember that effectiveness is a function of: ? Output variables (productivity/performance). ? Intervening variables (the condition of the human resources). ? Short-range goals. ? Long-range goals.
doc_822228053.pptx
This is a presentation describing about determining effectiveness of leadership.
DETERMINING EFFECTIVENESS
productivity – the „quality? and „quantity? of work, is one of the most important issues, which applied behavioural sciences face today. Productivity concerns both, „effectiveness? and „efficiency?. ? „Effectiveness? is the foundation of success. ? „Efficiency? is a minimum condition for survival after success has been achieved.
? Human
? Efficiency
is concerned with . . . . . ‘doing things right?.
? Effectiveness
is . . . . . . ‘doing the right things?.
? ? ? ?
?
Leadership is a broader concept than Management. Management is a special kind of leadership in which the „accomplishment of organizational goals? is paramount. Leadership is an attempt to influence people, individually and in groups, for whatever reason. While the tendency of a person to place personal goals before the organizations goals may increase his own prestige and importance, it often leads to “an organizational environment that is not only inefficient, but also stifling and frustrating to the individuals who must cope with it.” It is therefore necessary to recognize the differences between individual goals, organizational goals, leadership and management.
?
? ?
?
An attempt by an individual to have some effect on the behaviour of another, is called attempted leadership. This may or may not produce the desired response. The basic responsibility of managers in any organization is to get work done, with and through people, so that their success is measured by the output or productivity of the group they lead. There is therefore, a clear distinction between successful and effective leadership and management.
Successful
A
Attempted Leadership
B
Unsuccessful
Effective Successful Ineffective
Attempted A Leadership
B
Unsuccessful
? ?
?
? ?
Success has to do with how the individual or the group behaves. Effectiveness is attitudinal in nature and describes the internal state or pre-disposition of an individual or a group. Individuals who are interested only in success, tend to emphasize their position power and use close supervision. Effective individuals, however, also depend on personal power and use more general supervision. Position power tends to be delegated down through the organization, while personal power is generated upward from below through follower acceptance.
A study by Fred Luthans on the similarities and differences between „Successful Managers?
(those who were rapidly promoted)
&
„Effective Managers?
(those who had satisfied, committed employees and high
performing depts.) . . . .
. . . . revealed the following:
? Spent
more time and effort networking with others, both, inside and outside the organization, than did Effective Managers. ? Politicking and socializing occupied most of their time, with less time spent on the traditional activities of managing – planning, decision making and controlling.
? Spent
most of their time in communications, i.e. exchanging info and paper work and in HRM. activities contributed most to the quality and quantity of their high-performing depts.
? These
?
?
?
?
Less than 10% of the managers in the study sample, were in both, the top third of successful managers and the top third of effective managers. These managers were able to achieve a balanced approach in their activities; they networked and got the right job done. The study concluded that more attention needs to be paid to designing systems to reward and support effective managers, not those with the most successful political social skills. By rewarding effectiveness, organizations will increase their abilities to compete and excel in rapidly changing market and environmental conditions.
Rensis Likert identified three variables that are useful in discussing effectiveness over time.
1. Causal (stimuli). 2. Intervening (organism) 3. End Result (responses).
and . . . .
?
?
?
Those factors that influence the course of developments within an organization and its results or accomplishments. The organization and its management can alter these variables; they are beyond the control of the organization, as are general business conditions. Examples of causal variables are: leadership strategies, skills and behaviour, management?s decisions; and policies and structure of the organization.
? Likert
stated that intervening variables represent the current condition of the internal state of the organization. ? They are reflected in the commitment to objectives, motivation and morale of members and their skills in leadership, communications, conflict resolution, decision-making and problem solving.
These are dependent variables which represent the achievements of the org.
To summarize, it is felt, that effectiveness is actually determined by whatever the manager and the organization decide are their goals and objectives. They should however remember that effectiveness is a function of: ? Output variables (productivity/performance). ? Intervening variables (the condition of the human resources). ? Short-range goals. ? Long-range goals.
doc_822228053.pptx