Elements Of Managerial Effectiveness
Introduction
Definition
According to some of the researchers like Luthans (1988), there is no yet conformity on the concept and mapping of managerial effectiveness. However, researchers like Broide and Bennett defined it as results and consequences, bringing about effects, in relation to purpose, and giving validity to particular activities. As a definition we can say it as the extent to which the manager achieves the desired result appropriate to his position. It can be said as a measure of output rather than input and can be explained by the way the manager achieves the results rather than what he achieves.
As per Bao (2009), in the contemporary business arena, effectiveness of executives is very important for the success of an organization.
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He suggested that aspects of the work which affects their effectiveness varied depending upon four sets of variables namely environment, job and situational.
According to an article,“Managerial Effectiveness in Indian Organisations:Reexamining an Instrument in an Indian Context” by Umesh K. Bamel, Santosh Rangnekar & Renu Rastogi, it was established quantitatively that there are four factors which form the core element of the managerial effectiveness. These are productivity, adaptability, quality and flexibility.
According to the article “Managerial effectiveness in a global context” by Jean Brittain Leslie, Maxine Dalton, Christopher Ernst and Jennifer Deal, personality is also related to the managerial effectiveness. If the five types of Big five personality indicators are taken then conscientiousness were found to be general competencies related to effectiveness across jobs. After studying about the relation between personality and effectiveness in domestic as well as in global context, it was found that conscientiousness will behave in a similar fashion whether the managerial work is global or domestic in scope, but that agreeableness, openness, neuroticism, and extraversion will be more strongly related to effectiveness for managers in global jobs than for managers in domestic jobs. The relationship with the learning
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These parameters play a huge impact on the effectiveness. However, if we talk about the VRIO framework than one of the factors which is responsible for effectiveness and is not imitable is the human resource. This factor differentiates and contributes to the organizational success to a large extent.
Talking about human resource, the role of managers becomes very important. The alignment of manager’s goal with that of the organizational goals is very important and leads higher effectiveness. In other words, the organizational goals and objectives only percolates down and become the objective of the managerial
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