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Methods of Measuring Managerial Effectiveness
1.The Person, Process, Product Approaches – Bridging the gap
A graphic presentation of a two dimensional view of leadership style has been developed by Blake and Mouton
They proposed a Managerial Grid based on the styles of ‘concern for people’ and ‘concern for production’
The grid identified five basic styles of leadership.
The 9,1 (task management) leader is primarily concerned with production and has little concern of people. This person believes in getting work done at all costs.
The 1,9 (country club management) leader is primarily concerned with people.
The 5,5 (middle of the road management) leader represents a moderate concern for both.
The 9,9 (team management) style demonstrates high concern for both production and people and is therefore the ideal approach to leadership.
The 1,1 ( impoverished management) has minimum concern for people and production.
The model is useful to managers in as much as it helps them identify their current styles and develop the most desirable style.
It seems unlikely that the 9,9 management style is appropriate for organizations experiencing different growth rates, labour relations, competition, and a host of other differentiating problems
GLOBAL MEASURES OF MANAGERIAL EFFECTIVENESS
Managerial Effectiveness an also be measured through
Strengths of such a measurement
Period of assessment is long, so it is fairly stable.
It can be used for validation.
Close monitoring by supervisor is there.
Peer rankings form a basis of comparison.
Weaknesses-It suffers from deficiency
Measures only a small portion of variance caused by behaviour
Variations are dependent on many other factors
Some factors are not controllable by managers.
Subjective criteria need to be relied on.
Example : In General Electric Company the evaluator evaluates effectiveness based on
Certain other Industries
Use correlation measurements.
Personality inventories.- emotional stability, sociability, general activity
Leadership ability test
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