efficiency implies doing things right. effectiveness is doing the right things
TRANSCRIPT
DETERMINING EFFECTIVENESS
Efficiency implies doing things right.
Effectiveness is doing the right things.
Management Effectiveness Vs. Leadership Effectiveness Management is thought of as 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.
“Leadership is not magnetic personality- that can just as well be a glib tongue. It is not ‘making friends and influencing people’ – that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
Successful leadership vs. effective leadership An attempt by an individual to have
some effect on the behaviour of another is called attempted leadership, which can be successful or unsuccessful in producing the desired response.
Bass’s successful leadership continuum
A B Resultant Behavior
Attempted Leadership
Successful
Unsuccessful
A’s success could be depicted on a continuum ranging from very successful to very unsuccessful.
If A’s leadership style is not compatible with the expectations of B, and if B is antagonized and does the job only because of A’s position of authority, then we can say that A has been successful but not effective.
Success has to do with how the individual or the group behaves, performs or reacts. On the other hand, effectiveness describes the internal state, or predisposition of an individual or a group.
There are two types of power that contribute to a leader’s success and effectiveness. They are: Position power and Personal power.
Bass’s successful and effective leadership continuum
A BResultant Behaviou
r
Attempted Leadership
Successful
Unsuccessful
Effective
Ineffective
Fred Luthan’s study Activities of Real Managers
Descriptive Categories derived from free observation
Real Managers’ Activities
Exchanging InformationPaperwork
PlanningDecision makingControlling
Interacting with outsidersSocializing/Politicking
Motivating/ ReinforcingDisciplining/ PunishingManaging ConflictStaffingTraining/Developing
Communication
Traditional Management
Networking
Human Resource
Management
A balanced approach is needed
The study concluded that more attention needs to be paid to designing systems to reward & 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.
What determines Organizational effectiveness Rensis Likert identified 3 variables
that are useful in discussing effectiveness over time. They are:
Causal Variables Intervening Variables End result variables
Causal Variables
They are those factors that influence the course of developments within an organization and its results or accomplishments. They can be altered by the organization and its management.
Intervening Variables
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.
End result variables
These dependent variables reflect the achievements of the organization. In evaluating effectiveness, more than 90 % of managers in organizations look at measures of output alone.
The relationship between the 3 variables can be visualized as stimuli (causal variables) acting on the organism (intervening variables) and creating certain responses (output variables).
The causal variables largely produce the level of condition of the intervening variables, which in turn influence the end result variables.
The end result variables directly will usually be much less effective than will attempts to improve them by changing the causal variables.
Business consultant David P. Norton suggested that businesses should concentrate on 4 perspectives in setting performance measures.
a) The customers’ perspectiveb) The internal operations perspectivec) The change perspectived) The financial perspective
Relationship among Likert’s Causal, Intervening and Output variables
Causal Variables
Leadership Strategies, skills and styles
Management’s Decision
Organizational philosophy, objectives, policies and structure
Technology
Intervening Variables
Commitment to variables, motivation, and morale of members
Skills in Leadership, Communications, Conflict resolution, decision making, problem solving
Output Variables
Production (Output)
Costs
Sales
Earnings
Management-Union relations
Turnover
Long Term Goals vs. Short Term Goals Intervening variables are concerned with
building and developing the organization and they tend to be long term, goals.
This is the part of effectiveness that many managers overlook because it emphasizes long term potential as well as short term performance.
Most managers tend to be promoted on the basis of short term output variables such as increased production and earnings without concern for long run potential and organizational development.
LEADERS GROW; THEY ARE NOT MADE
Peter Drucker
Organizational Dilemma The basis of promotion is short run output so
managers achieve high levels of productivity & overemphasize tasks , placing extreme pressure on every one. The immediate or short run effect is probably increased activity.
Some indications of deterioration of these intervening variables at work may be turnover, absenteeism, increased accidents, loss of resources, and the number and nature of grievances.
The manager is promoted, or “rewarded”, for the disruptive or ineffective behavior and the next manager has to clean up the problems or deal with the end result variables, which the leader did not cause.
No matter how effective this manager may be in the long run, reviewing a productivity drop may cause senior management to give the manager only a few months to improve performance.
Likert’s studies indicate that rebuliding a group’s intervening variables in a small organization may take 1 to 3 years, and in a large organization, it may take up to 7 years
The art of achieving a balance is essential to effective leadership.
In summary, effectiveness is a function of the following four items:
Output variables (productivity/ performance)
Intervening variables (the condition of the human resources)
Short range goals Long range goals
Integration of goals and effectiveness
Goals of
Manageme
nt
Goals of Orgn.
Goals of
Employees
Degree of Attainmen
t
Directions of goals of management, employees and organization—moderate
organizational accomplishment
Little Organizational Accomplishment
Goals of
Manageme
nt
Goals of Orgn.
Goals of
Employees
Degree of Attainmen
t
No positive organizational effectiveness
Goa
ls o
f
Man
agem
ent
Goals of Orgn.
Goals of
Employees
Degree of
Attainment
Losses
High Organizational accomplishments
Goals of
Manageme
nt
Goals of Orgn.
Goals of Employees
Degree of Attainmen
t
One of the ways in which effective leaders bridge the gap between the individual’s and the organization’s goals is by creating a loyalty to themselves among their followers.
They do this by being an influential spokesperson for their followers with higher management.
These leaders have little difficulty communicating organizational goals to followers, and these followers find it easy to associate the acceptance of these goals with accomplishment of their own need satisfaction.
Participation and effectiveness
criteria for an individual’s or a group’s performance should be decided mutually in advance.
In making these decisions, managers and their employees should consider output and intervening variables, short range and long range goals.
This has two advantages. • First, it will permit employees to participate in
determining the basis on which their efforts will be judged.
• Second, involving employees in the planning process will increase their commitment to the goals and objectives established.