Transcript Title in yellow

Management and Organisational Behaviour
7th Edition
CHAPTER 23
Management Development and
Organisational Effectiveness
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 23.2
Management development
• Improving the effectiveness of individual
managers & also with the improvement in
managerial performance as a whole
• It must be integrated with the development of
the organisation & the associated
improvements in organisational effectiveness
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Competing models of management development
• There is nothing you can do – management is an
inherited talent driven by personality traits & charisma
• It’s all down to experience & the needs of the moment –
better performance through the pooling of minds &
shared experiences
• Improve by taking a course
• Performance is the only criterion, & competence is of
the essence – definition of generic performance
standards & assessed via evidence & observation
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The changing role of managers
• Leader
• Coach
• Facilitator
Clarke
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Different approaches to management
development strategy
• Top down – all activities seen as a part of a
grand plan driven from the top of the
organisation
• Learning vanguard – sustainable competitive
advantage comes from the organisation’s ability
to learn & all activities should push people to
the leading edge of learning
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Different approaches to management
development strategy (continued)
• Empowerment – empowering all managers to seek their
own development
• Community – organisations are best served by people
who share the same language & follow the same
processes
• Financial – investment required in time and money
Patching
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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An holistic approach
To be fully effective, management development
requires an integrated approach related to the
development of the organisation as a whole
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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An integrated model of managerial
behaviour & development
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Past knowledge & experience
The manager as an individual
Any organisation
Managerial activities
Other variables
Behaviour roles/styles
Efficient & effective management
Measurement
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The manager as an individual
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Links with other individuals & groups
Personality & people perception
Values
Attitudes
Opinions
Motivation
Intelligence & abilities
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Any organisation
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Task
Technology
Structure
People
Management
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Managerial activities
• Fundamental activities – clarify goals &
objectives, plans, organises, motivates &
develops, measures
• Substantive activities – communication,
co-ordination, integration, responsibility,
decision- making
• Related activities – e.g. personnel activities
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Other variables
• Demands
• Constraints
• Choices
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Behavioural roles & styles
• Interpersonal roles – figurehead, leader,
liaison
• Informational roles – monitor, disseminator,
spokesperson
• Decisional roles – entrepreneurial,
disturbance handler, resource allocator,
negotiator
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Efficient & effective management
• Efficiency – doing things right & relating them to
inputs & what a manager does
• Effectiveness – doing the right things & relating
them to outputs of the job & what the manager
actually achieves
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Measurement
• Formal assessment
• Informal assessment
• Self assessment
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Feedback & development
• Intrinsic feedback – visual & kinaesthetic cues
occurring in connection with a response
• Augmented feedback – may be concurrent or
terminal, occurring with performance or after it
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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An integrated approach to management
development
Lound suggests a three-step process:
• Developing targeted competencies as & when required,
not as & when convenient
• Developing support mechanisms where each & every
subsequent application of techniques learned will
sustain best practice levels of performance
• Creating an environment where people can learn
quickly & easily from others
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Succession planning & career progression
Management succession planning aims to ensure a
sufficient supply of appropriately qualified & capable
people are available to meet the future needs of the
organisation
Career progression should provide potential managers
with training & experience to equip them to assume a level
of responsibility compatible with their ability & practical
guidance, encouragement, & support so that they realise
their potential
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Is succession planning relevant today?
• Old-fashioned loyalty is much rarer
• Suitable candidates may not wish to stay the course
• Senior managers have little time to coach potential
successors
• The tenure of chief executives is getting shorter
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Continuing professional development (CPD)
• The process of planned, continuing development of
individuals throughout their career
• A number of professional bodies have developed
competence-based CPD schemes for their members
• Lifelong learning should be the concern of all
employees in the organisation & the concept of CPD
should not be seen to apply only to professionals or
managers
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Management education, training & development
A research project by the Open University Business School
& The Institute of Management concluded that:
• Much has changed for the better
• Management development was achieving its objectives
& having a significant impact on organisations
• No apparent neglect in responsibilities for management
development
• The rate of change should accelerate
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The management charter initiative (MCI) roles
The MCI has two roles –
• To improve the provision of management
development in the UK
• To develop management standards that set the
benchmark of best practice and help managers
perform better
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The leadership & management model
The model is based on the following key principles:
• Top managers being committed to ensuring that the
organisation is successful via effective leadership &
management
• The organisation knows what effective leadership &
management is & how it can be achieved
• The organisation takes action to improve leadership &
management
• The approach to effective leadership & management
helps the organisation to succeed
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The leadership & management model –
commitment indicators
• Top managers direct the organisation’s
approach to effective leadership &
management
• Top managers are role models for leadership &
management development
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The leadership & management model –
planning indicators
• Leadership & management requirements are
defined & understood
• Leadership & management development is
planned
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The leadership & management model –
action indicators
• Leader & manager section is effective
• Effective leadership & management is reviewed
& encouraged
• Leadership & managers continuously learn &
develop
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The leadership & management model –
evaluation indicators
• The approach to effective leadership &
management improves the organisation’s
performance
• The approach to effective leadership &
management is improved
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The Peters & Waterman study
The following attributes of excellence which account for
success were identified in a study of 62 American
successful companies:
• A bias for action
• Being close to the
customer
• Autonomy &
entrepreneurship
• Productivity through
people
• Hands on, value
driven
• Staying close to what
you know
• Simple structural
forms and few top
level staff
• Simultaneous loosetight properties
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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The McKinsey 7-S framework
The framework provides a useful basis for
organisational analysis:
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Shared values
Structure
Systems
Style
Staff
Skills
Strategy
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Heller’s study of European excellence
Heller identified 10 key strategies with which
Europe’s revolutionary leaders have set off in
search of their own brand of excellence:
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Developing leadership
Driving radical change
Reshaping culture
Dividing to rule
Exploiting the organisation
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Heller’s study of European excellence
6. Keeping the competitive edge
7. Achieving constant renewal
8. Managing the motivators
9. Making team working work
10. Achieving total management quality
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Goldsmith & Clutterbuck study
An examination of top companies & how they have
excelled in the turbulent business environment of the 90s
Key questions that need to be asked:
• Control vs autonomy
• Length of strategy
• Evolutionary vs
revolutionary change
• Pride vs humility
• Focus vs breadth of vision
• Values vs rules
• Customer care vs customer
count
• Challenging vs nurturing
people
• Leaders vs managers
• Gentle vs succession
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Basic features of a learning organisation
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Systems thinking
Personal mastery
Mental models
Shared vision
Team learning
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Characteristics of a learning organisation
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It encourages people at all levels of the
organisation to learn regularly & rigorously
from their work
It has systems for capturing & learning
information and moving it where it is needed
It values its learning
It is able to transform itself continuously
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Total quality management
An approach to quality within an organisation
which is committed to total customer satisfaction
through a continuous process of improvement, &
the contribution & involvement of people
Deming emphasised the importance of visionary
leadership & the responsibility of top
management for initiating change
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 23.36
Kaizen
• Improvement or incremental change
• Concept based on continual evolutionary change
• Belief that individual workers know more about their
own jobs than anyone else
• Cane suggests that the traditional Kaizen approach
embeds it in a hierarchical structure
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 23.37
Kaizen approach
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Analyses every part of a process to the
smallest detail
Sees how every part of the process can be
improved
Looks at how employees’ actions, equipment,
& materials can be improved
Looks at ways of saving time & reducing
waste
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Key elements of TQM
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A total process
The customer is king
Emphasis on rational information collection &
analysis
Greater involvement of people
Teamwork
Requirement for creative thinking
Pentecost
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Quality of working life (QWL) culture
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Aim of culture is to create a fear-free
organisation where employee involvement is
pursued vigorously
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It generates a high degree of reciprocal
commitment between the needs &
development of the individual & goals &
development of the organisation
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Business process re-engineering (BPR)
The fundamental rethinking & radical re-design of
business processes to achieve dramatic
improvements in critical, contemporary measures
of performance such as cost, quality, service &
speed
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 23.41
Business process re-engineering (BPR) approach
Completely fresh start
or
Blank sheet of paper
to restructure the organisation
It starts with how one would like the organisation
to be & works backward in an effort to achieve
real gains in organisational performance &
delivery of products or services
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 23.42
The European Foundation For Quality Management
(EFQM) Excellence model
• Known in the UK as the business excellence model
• The EFQM excellence model recognises that processes
are the means by which an organisation harnesses the
release of its people to produce results performance
• Moreover improvements in the performance can only be
achieved by improving the processes by involving people
Oakland
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
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Figure 23.7
The European Foundation For Quality Management
(EFQM) Excellence model
© 1999 EFQM. The Model is a registered trademark of the EFQM.
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005