Managerial Effectiveness In Indian Organizations Management Essay

Managerial Effectiveness In Indian Organizations Management Essay Purpose- This paper seeks to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Design/Methodology/ approach- This study based on Motts scale to explore the dimensions of managerial effectiveness adopted by managers while discharging their functions and responsibilities. The scale is used to analyze overall effectiveness and also subsets of effectiveness i.e. productivity (three items), flexibility (three items), and adaptability (two items). Findings- Results of study presents a pattern of relationship between dimensions of managerial effectiveness within the context of Indian organization. Practical implications- Study through its empirical evidences provide a clear picture of managerial effectiveness perception of Indian managers at different level and further help managers to improve his/her managerial performance. Originality/ Value- The study enrich the existing literature and theories of managerial effectiveness and provide understanding of the issue of managerial effectiveness in Indian organization. Keywords- Managerial effectiveness, Indian organization, productivity, adaptability, flexibility, responsiveness, resources. Paper Type- research paper. Introduction With Increasing cut throat competition and dynamic business environment around the globe Organizations require a team of effective managers to run the day to day operations. Managers play significant role in the development, formulation, and execution of the organizations long as well as short term strategies that determines the organizations success. As mentioned by the Peter F. Drucker; Management is a dynamic, life giving element in every business; without it the resources cannot be converted into high production. There are many attributes which are the necessities of time and critical to delivering improved results, effective operations, and programs (Kotter, 1995; Hacker and Washington, 2003). In the ever changing business environment and with increased dependency of business on information technology, managers are required to sort-out new ways to facilitate production and sustainable growth of self as well as of the organization. Regardless of its increasing importance, the fie ld of managerial effectiveness has been neglected as compared to other issues of management (Willcocks, 1992). So it is the need of the hour to study managerial effectiveness in a new dimension and dynamic business environment. Managerial Effectiveness The concept of managerial effectiveness has always been a big issue of concern for academicians, scholars and practitioners. The problem is mostly attributed to the presence of a great deal of misunderstanding and vagueness regarding What is Effectiveness? and who is an effective manager? (Brodie and Bennett, 1979, p.14). Due to its complex nature and vast sphere, in literature managerial effectiveness has been defined in different ways (Langford, 1979). Brodie and Benett (1979, p.14) defined it as, results and consequences, bringing about effects, in relation to purpose, and giving validity to particular activities. Reddin (1974) explained managerial effectiveness as the degree to which managers achieve the output requirements corresponding to their respective positions. In other words it is the act of fulfilling multiple expectations rather than optimizing one (Kirchoff, 1977), while Drucker (1988) termed effectiveness as the foundation of success. Boyatzis (1982, p. 35) underlined effectiveness as qualities, intrinsic abilities or personality strengths of an individual. Mintzberg (1973, p.24) defined effective manager as one who identifies the need to understand the functions and uses the available resources to carry out managerial functions. Rastogi and Dave (2004) explained effectiveness as something a manager generates from a situation by managing it appropriately, and thereby achieving the targets in every sphere of the organization. Managers have many resources and authorities at their disposal and the performance of any organization is largely dependent on how well these resources have been utilized (Rastogi and Dave, 2004). So, the ability of the managers and the techniques to increase their degree of effectiveness is becoming important day by day (Analoui, 1997). Why organizations need effective and skilled executives? because effectiveness is a key component which enables an executive for effectual operation and delivery of complex initiatives (Analoui et al. 2010). Effective managers also provide leadership to the business and help in achieving core objectives of the organization. Drucker (1967, p.1) explained that an executive is expected to get the right things done and this is simply saying that he is expected to be effective. So from the available literature study it can be concluded that there have been as many explanations as there are researchers in the field, and there is not a single clear cut definition for managerial effectiveness, which could be single handedly applied in every aspect of management. Comprehensive review of literature reveals the three important perspectives of research areas of the managerial effectiveness are Conventional Perspective, Organizational level proficiency based perspective and individual level competency based perspective. Conventional approach stresses the ability to set and achieve goals (Bartol and Martin, 1991, p.11) and explains that it is the managerial effectiveness which is responsible for organizational effectiveness. The organizational level proficiency based theory explains that internal and external factors have influence on long term future orientation of the organizations. Organizations mission, vision, and strategic plan formulation plays vital role in achieving future goals. This approach further divulges that any organization incorporates the internal resources i.e. man, material, money, machinery, know-how and the external surroundings as a system to accomplish tactical intent. The individual competency approach focuses upon the in dividuals rather than the association of external actors and puts stress on the enhancement of convenient management skills and tactics. Katz (1974) allied managers job with three major dimensions-technical, conceptual, and human. So it can be said that the efficiency of any organization can be amplified by the effective union of all the above three dimensions. Analoui (1995, 1997, 1999, and 2007) proposed following eight parameters (i.e. Managerial perception; The need for managerial skills; Organizational criteria; Motivation; Degree of demands and constraints; Presence of choices and opportunities; Nature of intra- and inter-organizational relationships; and Dominant managerial philosophy) of managerial effectiveness and explored that personal, organizational and environmental contextual factors influenced these parameters significantly. Mott (1971) also developed an instrument to measure managerial effectiveness and identified productivity, adaptability, flexibility as the dimension of managerial effectiveness, while in another study, Jain (1999) has recognized three dimensions of executive effectiveness namely fu nctional, interpersonal, and personal effectiveness. Drucker (2006) further identified the following eight factors : need identification, familiarity with organization culture and climate, development of action plans, responsiveness towards decisions, effective communication, taking advantage on opportunity, productive meetings and, team work, which are very common and enables the executive with required content knowledge and also helps him in translation of this knowledge into advantageous output. Sen and Saxsena (1999) enrich the list by adding i.e. do right things; focus on self contribution; time handling; motivational aspect; management of change; value system and ethics; as some important traits of an effective manager. In another study, Bao (2009) explored that provisions of necessary resources, appropriate staffing, training, and setting achievable goals are the factors that are able to promote managerial effectiveness. Stewart (1991, p.102) pointed that demand, constraints, and available choices of jobs are three important ele ments that are required in order to be an effective manager. The above discussion suggests that different researchers have highlighted different dimensions and aspects of managerial effectiveness and also suggests mapping of the degree of effectiveness of any individual basis not only on his skills, knowledge and personal competencies but also on his interpersonal interactions and the ways how he manages his team. Scope of the study Managers have been defined as those who organize business activities and every organization depends on managers. With growing competition, boom in information technology and availability of substitute products and services, job of a manager has become very complex and important. Not only the organization but also the development of any nation depends upon the effectiveness and contribution of its people. India is being a rapidly growing country and with different dynamic market forces (i.e. science and technical breakthrough, economical growth, infrastructure development, flow of FDI, Global Mergers and acquisition of firms etc.) increasing in number and tendency, needs organizations equipped with effective and efficient managers who can optimally utilize the available resources, and can contribute in the national development. So, it is very important to explore the perception of Indian managers towards different dimensions of managerial effectiveness. Objectives and Aims of Study Main objective of this paper is: To explore the perception of managers towards dimensions of managerial effectiveness. To investigate the managerial effectiveness perception of managers at different level (senior level, middle level, and junior level) To compare managerial effectiveness perception of male and female managers in Indian organization. Research Methodology Sample, Size and Instrument The study targeted all level of managers (senior, middle, and junior level) in large public and private sector companies in India and based on primary data. A survey was carried by means of a self administered and open ended scale developed and validated by Mott (1971). The scale basically divided in to three subscales (productivity, adaptability, and flexibility) consisting of eight items. The Cronbach alpha for the present scale is .78 as overall effectiveness scale. After establishing rapport, the subjects are asked to tick mark his or her choice against any of the five statements in each set. Scoring for the scale was done manually after getting response. There is no right or wrong answer to the statements or items. A total 63 response collected from 16 Indian (Service and manufacturing both) organizations (Details given in Table I). After collection of response data was initially administered by using Factor analysis, average and means. Factor analysis was used to reduce the dimensions of the factors and also to explain the variance in the observed variables in terms of latent factors (Kundu, 2003). Finally mean of the overall scale used to interpret managerial effectiveness with experience, position held by executive. Profile of Respondents: Position, Gender and Age A large fraction (Table II) of the respondent were male (N=52; 82.5%) and female comprise small fraction (N=11; 17.5%). Age profile of respondent varies with the youngest manager at 24 and oldest executive at 57 years old with average age of 40 years. All the respondents have some experience of work which varies between a range of 1 year to 34 years and with an average value of 16 years of experience. Most of the respondent (N=30) held senior level position, small portion (N=10) held junior level position and remaining (N=23) belongs to the middle level position. Analysis and Results Since the objective of this study is to find out the dimensions of managerial effectiveness. To achieve this, factor analysis has been used for data analysis. Before employing factor analysis data was examined whether the size of sample is adequate to run factor analysis and outputs shows that the Kaiser-Meyer-Olkin (KMO=.703) value is near to 1 and indicates that the patterns of correlations are condensed. Bartletts test of sphericity with approximated chi square value 91.068 and with 28 degree of freedom, which is significant at the 0.05 level and held the factor analysis appropriate. A total of 8 variables regarding perception of managerial effectiveness were subjected to principal component analysis with varimax rotation by using the factors with eigen value more than 1.00 were retained. Harman (1976) indicated that factors with Loading score greater 0.29 at the 0.05 level were significant but in this study the factors having loading greater than 0.4 were considered and included to define the factor. Factor analysis has extracted a good amount of variance with values of communalities vary from 0.465 to 0.838. Three factors were extracted on the basis of eigen value criterion more than 1 (ranging from 1.058 to 2.790) and explaining 63.334% of variance. Table III gives rotated loading of variables for extracted three factors, Eigen value, and variance explained by each factors. At last on the basis of results from statistical analysis (Table III) of primary data a total of three factors are extracted and explained hereunder. Productivity This is first factor which shows highest value of variance and measure the productivity in terms of physical output of product and service delivered. This factor also includes using new method of production for capacity enhancement, optimum and efficient utilization of resources, and problem anticipation. Adaptability Second important factor with variance value 15.237% includes the variables i.e. acceptance of new system design, and adjustment to new work situation. Quality Flexibility The last one includes two variables each for quality and flexibility and measure the perception of employees towards work quality, and coping with new emergencies rapidly and successfully. Table IV shows the pattern of correlation between the items/variables measured reveals the correlation among eight items/variables used in the study. It can be observed that variable 6 (acceptance of change) has highest correlation with Variable 7 (adjustment to new situation) with a correlation coefficient of .450 (p> .01) followed by variable 1 (productivity) with variable 5 (change management). Table further reveals that highest correlation is observed among variable 2 (quality) and variable 8 (damage control) with a value of .405 and followed by variable 1 (productivity) and variable 4 (problem solving) and further with variable 4 and variable 5. Overall correlation matrix reveals the association among variables is statically significant. Table V shows the mean value of overall managerial perception of managers held different position and having varying work experience. It shows mangers at senior level (with mean value 3.42) have significant in compare to junior level (with mean value 3.06) but very little low than managers at middle level (mean value 3.5). The overall mean value of scale is (with mean value 3.40) very near to mean value of senior managers but significantly differ in the case of junior level managers. Their managerial perception lies below the average score. Managers at middle level have larger value than total mean value of overall scale and they also show greater perception than both other levels. But it gives contrary results with increasing work experience, from junior to middle level it increases but from middle to senior level it falls again. Results also show that mean value (3.42) of overall perception of managerial effectiveness remains above from mean value of total sample (3.40) and the mea n value of male participants (3.36) remains little somewhat lower than mean value of total sample (3.40). Average work experience of male (26) and female (9) participant support that it has no a significant impact on overall managerial perception. Discussion This study provides an overview of managerial (senior, middle, and junior level) effectiveness perception. A scale consisting of subscale (productivity, adaptability, and flexibility) and eight variables used to get responses from the sample. Mott (1971) grouped these eight variables under three factors i.e. productivity (three items/variables production output, optimum utilization of resources, and adoption of new method of production), adaptability (three items/variables i.e. quality, problem anticipation, and acceptance of changes) and flexibility (it includes two items/variables adjustment to new situation and cope with emergencies readily and successfully). Luthans et al. (1988) in his study also explained the same variable and describe a model of managerial effectiveness. Results of present study reveals the grouping of variables under the factors, factor analysis sorted the three important factor which are explained as productivity (including four items/ variables production output, optimum utilization of resources, and problem anticipation, and adoption of new method of production) As result shown in Table III, productivity has the maximum variance with 34.881% it shows that managerial productivity is highly related with managerial effectiveness and it is measured by the extent of their output (Laufer and Jenkins 1984; Reddin 1970; Campbell et al. 1970). Analoui (1997) explained that managerial effectiveness is depends on the extent of output of productivity. Dayal also (1984) in his study identified the developing capability of employees as an important dimension; the present study also identified the efficiency of employees as important variable for managerial effectiveness. Productivity of employees in this study includes items i.e. output of pro ducts and services, optimum utilization, problem anticipation and adoption of new method for production, these all variables can be concluded under competence of mangers and competence is identified by Gupta (1996) as one of significant dimensions of managerial effectiveness. Labbaf et al. (1996) referred competence as key stone of managerial effectiveness and also mean for improved organizational performance and effectiveness, and this competence further considered to reiterate the overall capability of management. Another important dimension of managerial importance which appeared from the study is the adaptability (includes two items i.e. acceptance of changes, adjustment to new situation) and it shows some contrasting results from the literature (Mott 1971: Chauhan et al. 2005; Luthans et al.1988) and only two variable shows significant rotation loading (0.6978, 0.907) with factor two adaptability with a variance of 15.237%. The third factor which evolved from the factor analysis has been named as quality concern and responsiveness and include two variable i.e. quality of services and products, and cope with new emergencies readily and successfully with a variance value of 13.226%. The important findings from the study are that this study reassembles the variables/items of original scale with significant alpha value and correlation pattern for perception of managerial effectiveness. The study also (table V) found that effectiveness perception has little significant effect of work experience and position held and increases with the experience. Mean value for overall effectiveness increases from junior level (3.06) to middle level (3.5) and again falls from middle to senior level (3.42). These findings are in tune with Sriastva and Kumar (1984) who explained that junior level executive are less effective than middle level executive. The study also found that overall managerial effectiveness of female managers (mean value 3.42) is more than their male counterpart (mean value 3.36) and their overall effectiveness is also greater than the average effectiveness of the whole sample (with mean value 3.40) and support the view of Schwartz (1992) that if a company attrac t, promote, reward and values women it will speaks directly and also provide a evidence for equal opportunity on employment. Overall mean value for the effectiveness remains close to the senior level and middle level and it proves that degree of effectiveness raises with respect to the position of managers in the hierarchy of the organization. Results further explain the if all variables are considered independently than Variable like adjustment to new situation, quality, and optimum utilization of resources (Table III) shows the higher loading value (0.8 Conclusion and implications The present study aimed to explore the dimensions of managerial effectiveness within the context of Indian organization and to analyze the impact of experience and level of manager (senior, middle, junior) on their overall effectiveness, and also to compare the female and male counterparts. Results of the study support the findings of other studies and suggest that effectiveness of managers at work place is generally a function of items, and importance of these items vary form manager to manger and from organization to organization, and it is, therefore assumed as the extent to which a mangers achieves. Findings from the study indicate the changed perception of managers in Indian organization from past, the reassemblies of items and emergence of responsiveness as new factor shows it clearly. Each of three factor shows a good value of Cronnbach alpha (productivity 0.78, adaptability 0.69, and quality and responsiveness .74) and validate the reassembly of items in the factors i.e. productivity, adaptability, and quality and responsiveness. Furthermore, the study reveals that there is a clear indication that female managers are more effective as compared to their male counterparts and hence strives for increased number of female managers in Indian organization at all level. Another important finding of the study is that effectiveness is not associated with the age of mangers (it increases from junior to middle and again fall form middle to senior level). In case of junior manager the study support that training and development programs can play significant role to raise their effectiveness. On the basis of review of referred literature and empirical evidence from the study it is concluded that managerial effectiveness can be referred as continuous improvement of the output and it plays an important role in overall organizational effectiveness. 9. Scope for Future Research The present is study is based on the limited number of subjects and targeted organization, and also restricted to geographical boundaries. Further research can be done with large sample size and with more number of organizations. One more important aspect untouched by the study is the moderators and mediators of managerial effectiveness; these can be studies within same context with their degree of influence on effectiveness. Many scholars devised the items to measure the effectiveness (i.e. Analoui, Gupta, Dhar) but present study based on Mott scale. More research can be done with other available parameters also.

Reflective Nursing Essay

Case Study One In this case study I will use Gibbs (1988) model of reflection to write a personal account of an abdominal examination carried out in general practice under the supervision of my mentor, utilising the skills taught during the module thus far. What happened During morning routine sick parade I was presented with a 21 year old male soldier experiencing severe acute, non specific, abdominal pain. Under the supervision of the medical officer (MO) I proceeded to carry out a full assessment and abdominal examination, using Byrne and Long’s (1976) model to structure the consultation. I requested the patients’ consent before conducting the examination, as is essential before commencement of any medical procedure, be it a physical examination or a critical surgical procedure (Seidal et al, 2006). The patient was quite agitated on arrival and appeared to be in a great deal of pain, and so before continuing with the physical examination I reassured him and made him comfortable in the treatment room. On examination his abdomen was soft, palpable with no tenderness, on auscultation bowel sounds where normal, vital signs normal, with cramping centralised pain. Feelings I was feeling confident in my ability to deal with the patient and perform the examination effectively as I had practiced this several times previously using the university resources and mock OSCE with my facilitator. As I am often solely responsible for the care and management of patients during out of hours (OOH) I felt comfortable assessing and triaging the patient. However, under normal circumstances I would assess the patient and refer them to the MO if I was concerned about their condition, in order for a decision to be made. I was also being closely monitored throughout which did increase the pressure to deliver the correct diagnosis and make appropriate decisions. However, by utilising the consultation model I feel I managed to keep a focused approach and ensure the correct questions where asked. Evaluation I feel I gained a good history from the patient by using the SOLER principles (Egan, 1990) taught in the history taking presentation. Thus allowing me to form a differential diagnosis and rule out certain causes, such as; constipation, and indigestion. Subsequently, the physical examination enabled me to confirm a diagnosis of acute abdomen. As the patient was not experiencing any worrying (red flag) symptoms associated with abdominal emergencies, such as; appendicitis or pancreatitis. However, I did forget certain aspects of the physical examination and had to be prompted by the MO. Although with more practice such incidence would be reduced. Analysis I was happy that I managed to rule out any distinct causes of the abdominal pain by performing the examination to collect data, analyse it, and use the results to make an appropriate decision (Schon, 1984). However, had I performed the examination without assistance I may not have gained all the information required to confirm diagnosis, as I did forget some aspects. Conclusion The MO seemed happy with my diagnosis and care plan, though he did highlight the importance of practicing the physical examination skills in order to become a more competent practitioner. Overall I feel gaining knowledge and skills in translating a patients’ history and physical examination results, has enabled me to become more confident in making a diagnosis and has improved my decision making skills. Action Plan In order to become a more capable and effective practitioner I must continue to perform physical examinations under the guidance of a more senior practitioner, and utilise their expertise during the decision making process. Additionally, I will continue to develop my consultation and history taking skills by using Byrne and Long’s (1976) consultation model to assist my practice and aid future development. References BYRNE, P, S., LONG, B, E, L. (1976) Doctors talking to patients. London: HMSO EGAN, G. (1998) The Skilled Helper: A problem-management approach to helping. 6th edn. Pacific Grove, London: Brooks/Cole. GIBBS, G. (1988) Learning by doing: a guide to teaching and learning methods. Oxford: further education unit, oxford polytechnic SEIDAL, H, M., BALL, J, W., DAINS, J, E., BENEDICT, G, W. (2006) Mosby’s Guide to Physical Examination. 6th edn. Philadelphia: Elsevier. SCHON, D. (1984) The Reflective Practitioner: how professionals think in action. New York: Basic Books.

All Work and No Play Makes a Dull Life

Imagine a world without leisure and enjoyment! We would all be drudges and consequently would be no better than animals. I can only imagine people with bowed shoulders and lowered eyes, people who have no light in their eyes and no hope in their world. As it is. things are pretty had. People are always busy – busy with work and busy with idleness. No – No. I'm not trying to be witty but people are busy with nothing to do because they do not know how to make use of their leisure. But of that later, for the time being let me stick to the point – all work and no play would he a monotonous existence. Man has always been busy with the effort of fulfilling his needs. In the early stages man spent his time hunting and then ploughing. but these activities did not fill up his whole day. Today man is busy keeping up with the Joneses. he is the company of his kind in the rat race that he runs. It is no longer a question of survival but a question of acquisition – acquiring more worldly goods, having more money to hoard and to spend. Most of us do not feel happy when there is nothing to do. Those who are able to enjoy what they do and those who are able to do what they enjoy are indeed very lucky. But even these people need a change. A person who is doing an office job or busy with books welcomes a walk in the evening, half an hour in the garden, a drink with a friend. And a person who has been working in a factory or in a field would definitely enjoy a visit to a restaurant, an hour to go through the newspaper. watch television. It is not only the nature of one's work which conditions one's choice of recreative activity; intellectual and cultural development is also an important factor. Those people who do not know how to enjoy their leisure and do not allow themselves to recoup lose their efficiency. No one can continue at the same rate of efficiency over an indefinite period. Just as the body needs sleep, the mind needs rest and change. That is why the hobbies which one cultivates and the activities which keep one busy are referred to as recreative; they help to recreate something which has been spent and utilized. People who only know about their work and are perpetually engrossed in it do not recreate that part of themselves which is spent. Thus they either break down under the strain or merely tag along automatically. They make very poor conversationalists and do not have well-integrated personalities. Over the years they lose their mental alertness and become confined to the narrow limits of their jobs. This is not to decry hard work. Work is necessary and only those who work hard are able to achieve something. But at the same time one must know how to relax no matter for how short a period. Relaxation does not mean only sleeping or idling; it also means finding something satisfying and meaningful to do. Otherwise life becomes monotonous and dull.

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