Managerial Effectiveness
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Abstract
Managerial effectiveness is defined as the managements uses of organizational resources and the meetings of the organizational goals. Leadership, mentoring, effective communication, proper planning, organization, control, possession of skills, and teamwork are all fundamentals of becoming an effective manager. In the process of striving for the most valuable ways to become effective, a manager must obtain both, effectiveness along with efficiency. With all of these qualities under ones belt, an effective manager will arise.
Managerial Effectiveness in Companies
According to Certo, managerial effectiveness is defined as the managements uses of organizational resources and the meetings of the organizational goals (2006). In the process of striving for the most valuable ways to become effective, a manager must obtain both, effectiveness along with efficiency. If a manager has achieved the organizational goals established, the manager has said to be effective. Both of these characteristics will coincide with the success of utilization of all resources available. In becoming this type of manager, there are many different attributes that will lead to the success of the company, as well as the person themselves (Certo, 2006).
One of the main attributes that will contribute to the managerial effectiveness is leadership. Leadership is the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization and the organizational goals. Leaders influence other by being an example and allowing others to create their own ideas to accomplish a task. Individuals in leadership positions are always striving for a positive vision and encouragement of other team players for the future success of the goals planned (Bleech, 1995).
When an individual is a leader, they must lead by example. One must guide or conduct others by paving the way in the determination of success. Outstanding leaders display a high degree of enthusiasm, persistence, determination, faith, and confidence in the obtainment of the vision they articulate.
The enthusiasm of an effective leader will mainly be seen as the attractive desire that people enjoy following. Enthusiasm is infectious and is seen within people that generally take the initiative and assume responsibility, who are proactive and typically on the move for the desirable achievement of their goals. Enthusiastic managerial leaders are those who possess high energy levels to motivate others. Energy is not just the speed at which people work, but the length at which people work. Along with enthusiasm, these leaders typically have optimism, high levels of self-confidence self- esteem that are portrayed as an asset in which they serve (Bleech, 1995).
There are three effective leadership styles in which a manager uses authority to lead others. The first leadership style can be described as the autocratic leader that makes decisions without the consulting of others. This may lead to low moral with this bad communications. The democratic leader delegates the authority and evolves the employees in the overall decision making. They are also called the participative management that focuses on sharing the information at all organizational levels. The laissez-faire leaders take the roll of the consultant and encourage the ideas of the employees. No single leadership style work around the clock and defective leaders must adapt their leadership style to current business circumstances (Nodell, 1989).
For the effectiveness of a quality manager, he or she must be able to coach and mentor the skills at which they possess to their employees. They focus on helping all members perform at their best and involve taking the time to meet with their employees, while offering them suggestions and encouragement. It requires the ability to observe, judge sensibility, and take the appropriate action needed. In mentoring, they guide employees through the corporate maze and act a role model. They usually possess deep knowledge of the business and can explain the office politics, and provide valuable advice about the succeeding to the employees within the organization. This function benefits the employee to gain knowledge from the mentors, along with proper knowledge and ideas. As the mentor gains new networking contacts they gain personal satisfaction.
The second attribute to identifying a managerial effective leader are that of possession of skills. These skills include interpersonal skills, technical skills, and conceptual skills.
The interpersonal skills have to deal with effective communication and activities. These activities must encourage the employees to work together, including interaction with other managers, to obtain a common goal. They must also develop the employees trust and loyalty. Effective communication increases the managers and the organizations productivity, shapes the impressions made on colleagues, supervisors, employees, customers, and investors. This skill also allows them to show consideration for the different needs, backgrounds, and experiences of people in the workforce. It also allows the manager to perceive the needs of these stakeholders and enables them to respond to those needs (Seward, 2007).
The next management skill needed is the technical skill. This is the ability and knowledge to be able to perform the mechanics of a particular job. Some of the technical skills necessary to manage an environment, such as the ability to gather information, organize, plan, analyze data, and to make schedules (Seward, 2007).
Lastly, the conceptual skill needed is the skill required to see the organization as a whole and to understand how the various parts interrelate. This skill is extremely important to the upper level managers and Chief Executive Officers, CEOs. A key managerial activity requiring conceptual skills is decision making. In decision making, the manager must recognize the need for a decision, identify, analyze, and define the problem or opportunity. One must generate, select, and implement the alternative needed. Finally, one must evaluate the results and conclude if this was the best course of action (Seward, 2007).
Planning is another primary function of managerial success. The manager, or management team, must understand the strategic planning process to obtain its long and short term goals. One of the major failures of planning is the lack of focus and/or consistency of all or part of the team. In strategic planning, one must develop a clear vision of realistic, credible, and obtainable views of the goals. These