1. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition CHAPTER 23 Management Development and Organisational Effectiveness

2. 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

3. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.3 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

4. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.4 The changing role of managers Leader Coach Facilitator Clarke

5. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.5 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

6. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.6 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

7. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.7 An holistic approach To be fully effective, management development requires an integrated approach related to the development of the organisation as a whole

8. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.8 An integrated model of managerial behaviour & development Past knowledge & experience The manager as an individual Any organisation Managerial activities Other variables Behaviour roles/styles Efficient & effective management Measurement

9. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.9 The manager as an individual Links with other individuals & groups Personality & people perception Values Attitudes Opinions Motivation Intelligence & abilities

10. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.10 Any organisation Task Technology Structure People Management

11. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.11 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

12. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.12 Other variables Demands Constraints Choices

13. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.13 Behavioural roles & styles Interpersonal roles – figurehead, leader, liaison Informational roles – monitor, disseminator, spokesperson Decisional roles – entrepreneurial, disturbance handler, resource allocator, negotiator

14. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.14 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

15. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.15 Measurement Formal assessment Informal assessment Self assessment

16. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.16 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

17. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.17 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

18. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.18 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

19. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.19 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

20. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.20 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

21. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.21 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

22. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.22 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

23. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.23 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

24. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.24 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

25. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.25 The leadership & management model – planning indicators Leadership & management requirements are defined & understood Leadership & management development is planned

26. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.26 The leadership & management model – action indicators Leader & manager section is effective Effective leadership & management is reviewed & encouraged Leadership & managers continuously learn & develop

27. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.27 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

28. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.28 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 loose- tight properties

29. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.29 The McKinsey 7-S framework The framework provides a useful basis for organisational analysis: Shared values Structure Systems Style Staff Skills Strategy

30. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.30 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: 1.Developing leadership 2.Driving radical change 3.Reshaping culture 4.Dividing to rule 5.Exploiting the organisation

31. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.31 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

32. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.32 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

33. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.33 Basic features of a learning organisation Systems thinking Personal mastery Mental models Shared vision Team learning

34. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.34 Characteristics of a learning organisation 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

35. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.35 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

36. 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

37. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.37 Kaizen approach 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

38. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.38 Key elements of TQM A total process The customer is king Emphasis on rational information collection & analysis Greater involvement of people Teamwork Requirement for creative thinking Pentecost

39. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.39 Quality of working life (QWL) culture Aim of culture is to create a fear-free organisation where employee involvement is pursued vigorously It generates a high degree of reciprocal commitment between the needs & development of the individual & goals & development of the organisation

40. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.40 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

41. 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

42. 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

43. Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 23.43 The European Foundation For Quality Management (EFQM) Excellence model Figure 23.7 © 1999 EFQM. The Model is a registered trademark of the EFQM.