Nature and Effectiveness of Management

Previously we approached the concepts of Organisation Behaviour under 3 circles of influence, Psychology, Sociology and Anthropology. We ended with a simple evergreen formula to integrate people with the organisation, by developing mutual expectations and satisfaction people-relationship through exhibiting behaviours like, Caring, Communication, Listening, Knowing and Rewarding.

While exhibiting such behaviours help to understand and build teamwork, getting the team to brave through uncharted waters is another thing. Getting people to change a certain behaviour, be it overcoming fear, adapting to change or moving out from their comfort zone, require a lot more than just communication. The need to get things done through people with cut-throat deadline is a given reality, notwithstanding the care of the people is important. It is such, where management can be viewed as "making things happen."

Laurie J.Mullins contended, "management is active, not theoretical. It is about changing behaviour and making things happen. It is about developing people, working with them, reaching objectives and achieving results."

Of course, there are many styles of management. From autocratic, laisez faire, bureaucratic to diplomatic. All works effectively but also undermine drastically. The appropriate approach of management style would be to leverage on situational awareness and imbibe a certain set of principles in meeting the objectives.

Moorcroft. R, "Managing in the 21st Century, Manager", sets out 10 principles for effective administrative management. These are:

1. Making information through people
2. Change is constant, and must be managed
3. Technology is the future
4. Relationships matter
5. Investment in training and development is important
6. Measure only against the best
7.The market is global
8. Unity of direction is important
9. Equity is expected
10. Initiative is important

And the end of the day, the measure of an effective management for a manager according to Langford is,

a) The manager's work- decision-making, problem-solving, innovation, management of time and handling information.
b) The manager himself/herself - motivation, role perception, coping with stress/ambiguity, seniority, and average salary grade for age.
c)The manger relationships with other people-subordinates, superiors, peers and clients; handling conflict and leadership/power
d)The manager as part of the organisation-maintenance of the organisation, and technical and financial control
e)Criterion of general effectiveness- allocation of resources, achieving purpose, goal, attainment, planning, organizing, coordinating, controlling.

Concepts of Organisational Behaviour from Laurie J. Mullins

A definition of Organisational Behaviour (OB) is the study and understanding of individual and group behaviour and patterns of structure in order to help improve organisational performance and effectiveness. Much have been elucidated in the book but the gist of chapter 1 focus on a framework on how to approach OB.

The approach of OB involves variables such the Individual worker, the Group of workers, the Structure and Process of the organisation, the Tasks, Technological influences, the Methods of getting things done as well as the Environmental impact on the organisation.

We can categorize these contributing variables in 3 areas:

1. Psychology
The study of the individual worker. His/her attitudes, motives, behaviours and perception of the organisation and the work revolves around him/her.

2. Sociology
The study of social structures, the colleagues, groups, cliques and friendship coexisting and working together. Also the positions and structures in the organisation that creates a certain order of collaboration.

3. Anthropology
The study of the culture, beliefs, customs and values of the individual, the group as well as the organisation. People learn to depend on cultures to give them a sense of security and stability.

Regardless of which areas of study, one key focus in all OB is about People. What makes them wake up in the early morning and come to work? Is it because of the attractiveness of organisation infrastructure, or is it the free breakfast provided, or because of the strict policies on punctuality? Are there any other reasons deeper than what we can perceive on the surface? The infamous 'Iceberg' theory illustrates what sinks the ship isn't always what sailors can see, but what they can't see.



The orientation to work differs for everyone and can be classify unto 3 different types of orientation to work.

1. Instrumental Orientation - Work is not a central of life, but a means to an end.
2. Bureaucratic Orientation - Work as a central of life issue.
3. Solidaristic Orientation - Work is about relationship, unity and friendship.

Whichever orientation one chooses, it is also the process of management that the efforts of members of the organisation are coordinated, directed and guided towards the achievement of the organisational goals.

The challenge of any management is integrating the people and the organisation.

People generally respond in the manner in which they are treated. Mr Walt Disney once said this,
“ We have a belief that our guests will only receive the kind of treatment we want them to receive if the cast members receive that same kind of treatment from their mangers."

Many problems in the people-organisation relationship arise not so much from what the management does, but rather the manner in which it is done. Often it is not so much the intent but the manner of implementation that is the root cause of staff unrest and dissatisfaction. [Case of a in-house graphic designer who takes over as a HR executive and finally giving it up]

One of the approach of getting staff's buy in, is through the concept of psychological contract. A mutual expectations and satisfaction of needs from people-orientation relationship. This concept can be applied via this simple formula:

Caring - Concerns for the individuals
Communication - really talking about what is the organisation direction
Listening - discern the underlying concerns
Knowing - get to know the staff, show interest in them, get to know their family, their concerns, etc
Rewarding - recognition of contribution

As John C.Maxwell once said, "No one cares how much you know, until they know how much you care."