Resumo de Organizational Behaviour

WHAT MAKES A MANAGER EFFECTIVE ?

In this article some points and counter points are discussed whether a manager need high power to be delegated to him by Management or the manager must be oriented to develop a relationship with his team with requisite powers conferred on him by the Management to be really effective and is able to make his team perform to achieve the desired targets both for the organization and well as for the functional area.

What makes or motivates a good manager? Anyone trying to answer this may find it difficult where to begin.. To start with a good manager is the one who is successful. What makes a manager motivated. Research has shown that what makes small businessmen succeed the same kind of motivation is required for managers of large enterprises.

The key to success has turned out to be what psychologists call the need for Achievement, the desire to do something better and more efficiently than it has been done before. There is no reason why a person who has a strong need to be more efficient should make a good manager. But a Manager?s job seems to call more for someone who can influence people to perform better than for someone who does things better on his own..

From the above some conclusions were drawn that in motivational terms it was expected that a successful manager to have greater need of power than a need to achieve. In this regards a study of number of individual managers from different U.S. Corporations was made who were made to participate in Management workshops, designed to improve their managerial effectiveness.
General conclusion of these studies revealed that a top manager of a company must possess a high need of power to influence people in his organization. However it was also emphasized that the need must be disciplined and controlled so that it is directed to the benefit of the organization as a whole and not towards manager?s personal aggrandizement. This was the scenario of conclusions drawn a few years ago.

Later on a study was made by examining about 50 managers having both high and low morale from all sizes of business It was found that over 70% managers were high in power motivation compared to others. Power motivation is important for management but must not lead to dictatorial behaviour. The power motivation is desired to have impact to be strong and influential working with people in the Organisation.

It was deliberated in the aforesaid paragraphs that to make a Manager effective the manager has to be delegated with authority (power But this does not mean the team working with a manager is equally motivated or respecting the manager for his leadership styles which he is supposed to set by example. To a certain extent, the team is forced to perform due to impact of the manager?s power. If so what can be the best possible solution to keep the manager motivated and he in turn gets a devotional respect from his team who are also motivated and consider the manager as their Mentor and guide with full confidence.

The organizational world has undergone rapid changes during last 2 decades necessitating changes from the Power motivated manager to the Power cum affiliated manager. Affiliation mentioned here means that that the manager keeps an excellent work relationships with his team mates severally and individually.. This call for more relationship oriented managerial style without compromising on the results of performance..

Despite macho mythology about competitiveness in the executive soup the research points out that the competitiveness does not seems to be the key to success. Other more intrinsic styles called work preference for getting on with the work, interest in work, mastering skills and like seems to play a far bigger role Young people are shifting their values and interests (not radically but incrementally) away from careers as their central life focus towards a concern about general life style..

The hunger for warm and affectionate relationship appears too be in place in almost all the organizations of the world. It is already seen that the organizations using strong relational styles are most often successful. Japanese companies were pioneer in this regards and their success is self evident as they could capture substantial share of Automobile and electronics markets all over the world.

More and more the task of contemporary organizations particularly in the high technology industry requires team work. One point of observation here is that buying the collection of individual stars does not necessarily produce a great team performance unless those stars can be bonded together with strong relational glue.

Taken together these forces seems to dictate a prescription for incremental modest but real shift towards more relational strategies with requisite power motivation for making all round effectiveness of a Manager. It may be noted that relationship does not mean leniency with team mates on not performing.

The manager must be a task master with a relationship style towards his team members who in turn are not only motivated but can outperform other teams. This is achieved with a high regard for their manager and from out of their hearts and not feel forced at any point of time.

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