Managerial effectiveness: a function of personality type and organisational components.AbstractThis study tests managerial effectiveness of top and lower level managers in production and marketing departments in relation to their personality type in private sector organisations. A 2x2x2 factorial factorial For any whole number, the product of all the counting numbers up to and including itself. It is indicated with an exclamation point: 4! (read “four factorial”) is 1 × 2 × 3 × 4 = 24. design was employed, in which there are three independent variables with two levels each: departments (production and marketing), managerial positions (top level and lower level), and personality type (Type A and Type B). Managerial effectiveness is a dependent variable. The main effects of management positions and personality types have been found significant and interaction effects between managerial positions x personality type and among departments x managerial position x personality types have been found significant. The major findings are that in production department, both top and lower level managers having Type B personality are found more effective and in marketing department top-level top-lev·el adj. 1. Of or relating to people of the highest office or rank. 2. Of or relating to the highest office or rank: a top-level job. managers having Type A personality and lower level managers having Type B personality have been found more effective in comparison to their counterparts. ********** Managerial effectiveness is very important for the survival and growth of the organisation. It is difficult to define managerial effectiveness in concrete terms. Many perceive it within a particular frame of reference. Decisions about effectiveness are bound to be situational and contingent upon Adj. 1. contingent upon - determined by conditions or circumstances that follow; "arms sales contingent on the approval of congress" contingent on, dependant on, dependant upon, dependent on, dependent upon, depending on, contingent the definition and perspectives of those making the judgment. A review of literature shows that managerial effectiveness has been studied with three perspectives: 1. Traditional/Conventional perspective 2. Organisational level competency COMPETENCY, evidence. The legal fitness or ability of a witness to be heard on the trial of a cause. This term is also applied to written or other evidence which may be legally given on such trial, as, depositions, letters, account-books, and the like. 2. based perspective, and 3. An individual level competency based perspective. The traditional model emphasises the ability to set and achieve goals (Bartol and Martin, 1991) where it is implicitly assumed that managerial effectiveness leads to organisational effectiveness. The organisational competency based approach implies that there is long term future orientation that accounts for both external and internal influences on the organisations. From these analyses a vision is created for the future of the organisation, goals are set that will achieve the vision and plans are developed to achieve these strategic goals. Here, the organisation tries to create the system and environment with the help of skills and characteristics of managers that lead them to achieve strategic intents. The individual competency based approach to managerial effectiveness focuses upon the individual rather than the organisation. The purpose of this approach is to develop transferable (generic) management skills that are applicable across different circumstances CIRCUMSTANCES, evidence. The particulars which accompany a fact. 2. The facts proved are either possible or impossible, ordinary and probable, or extraordinary and improbable, recent or ancient; they may have happened near us, or afar off; they are public or both nationally and internationally. But this competency-based perspective on managerial effectiveness has been heavily criticised on the ground of the contingencies Contingencies (ISSN 1048-9851) is the bimonthly magazine of the American Academy of Actuaries, providing a large and diverse readership with general interest and technical articles on a wide range of issues related to the actuarial profession. and the contexts. Effectiveness is best seen as something a manager produces from a situation by managing it appropriately, producing the results or meeting the targets in every sphere of the activities of organisations. The manager's job is linked with three major dimensions--technical, conceptual, and human. The productivity of any organisation can be increased by the effective management of all the three dimensions and specially by managing the conceptual and human dimensions of management. All managers need to work with and through subordinates to optimise optimise - To perform optimisation. organisational performance. Therefore, certain behavioural Adj. 1. behavioural - of or relating to behavior; "behavioral sciences" behavioral skills are required of individuals if they are to be effective as managers. Managers have many resources at their disposal and the quality of work is dependent on how well these resources have been used. The performance of a manager can be measured by the extent to which goals that are important to the group and organisations are met through the productive efforts of subordinates (Herbert, 1976). In other words Adv. 1. in other words - otherwise stated; "in other words, we are broke" put differently , effective management is the culmination of synergy The enhanced result of two or more people, groups or organizations working together. In other words, one and one equals three! It comes from the Greek "synergia," which means joint work and cooperative action. of effectiveness of individual managers in the organisation (Sen and Saxena Saxena is a surname of Anglo-Saxon origin. It derives from the parishes of Saxby, in the counties of Lincolnshire and Leicestershire, England. The surname Saxena is an example of a habitation name, the broad category of surnames that were derived from place names. , 1999). Das See direct attached storage and FDDI. DAS - Digital Analog Simulator. Represents analog computer design. (1987) identified the characteristics of an efficient branch manager as setting an example by personal qualities, job knowledge, business acumen acumen Astuteness, perception, perspicacity , and management ability. Miles (1992) suggested that constructive use of authority entails the ability to formulate formulate /for·mu·late/ (for´mu-lat) 1. to state in the form of a formula. 2. to prepare in accordance with a prescribed or specified method. clear goals and to determine what steps are necessary to achieve them, including getting people to do what is necessary for achieving the targets. Misumi (1989), and Misumi and Peterson Pe·ter·son , Oscar Emmanuel Born 1925. Canadian jazz pianist. A prolific recording artist noted for his technical skill, he is best known for work produced with his own trio (1953-1965). (1985) defined the ideal manager in Japan in terms of both performance and maintenance orientations, namely, a manager who leads the group towards goal attainment and preserves its social stability. Just as there had been controversy and many arguments were raised that a good leader should have certain characteristics similar arguments are there for managerial effectiveness. There are many researchers who on the basis of their findings have identified that effective managers possess the particular set of characteristics like job knowledge, good communication, business acumen and interpersonal relationship This article or section may contain original research or unverified claims. Please help Wikipedia by adding references. See the for details. This article has been tagged since September 2007. but having these characteristics are not sufficient to become effective manager. Managerial effectiveness is not only a personality characteristic but it is related to performance and output. Gupta Gupta (g  p`tə), Indian dynasty, A.D. c.320–c.550, whose empire at its height encompassed much of N India. Ancient Indian culture reached a high point during this period. (1996) has developed a 16-factor scale to
measure managerial effectiveness. These factors are tapping three
important aspects of effectiveness: activities of his position,
achieving the results, and developing further potential. The managerial
effectiveness has been measured by experts in several different ways at
different times. Some models focus on individual competencies of
managerial effectiveness, while most of the studies have taken
performance measure and superior's appraisals rather than self
report measures while deciding the effectiveness of a manager. In the
light of above discussion, a study is planned to see the effect of
management position, departments, and personality variable on managerial
effectiveness.
Personality Type and Managerial Performance Undoubtedly, the personality characteristics influence the performance and this difference among managers can be an important source of difference in managerial effectiveness. There is evidence to support the proposition that the managerial effectiveness is moderated by the personality characteristics. One such variable is Type A versus Type B personality. The types of work environment, level of job position, and personality characteristics are the important variables that affect managerial effectiveness in an organisational environment. This is exactly why personality tests are used in screening of job candidates to avoid potential mismatches. Friedman Fried·man , Milton Born 1912. American economist. He won a 1976 Nobel Prize for his theories of monetary control and governmental nonintervention in the economy. Noun 1. and Rosenham (1966) defines the Type A personality as "an action emotion complex that can be observed in any person who is aggressively involved in a chronic incessant struggle to achieve more and more in less time and if required to do so, against the opposing efforts of other things or other persons". The Type A personality is characterised by feeling a chronic sense of time urgency and by an excessive competitive drive. Some of the more outstanding characteristics of Type As include: 1. Always in haste Adv. 1. in haste - in a hurried or hasty manner; "the way they buried him so hurriedly was disgraceful"; "hastily, he scanned the headlines"; "sold in haste and at a sacrifice" hastily, hurriedly 2. Feeling of impatience 3. Obsessed ob·sess v. ob·sessed, ob·sess·ing, ob·sess·es v.tr. To preoccupy the mind of excessively. v.intr. with success 4. Persistent inability to cope with leisure time. Type B personality can be identified by the following characteristics: 1. Never suffer from a sense of time urgency 2. Play for fun and relaxation re·lax·a·tion n. 1. The act of relaxing or the state of being relaxed. 2. Refreshment of body or mind. 3. A loosening or slackening. 4. The lengthening of inactive muscle or muscle fibers. 3. Can relax without guilt 4. No need to display either their success or accomplishments. The evidence links these two distinct personality types with diverse behaviours and different performance outcomes depending on the requirements of the job. Finally, there is paucity pau·ci·ty n. 1. Smallness of number; fewness. 2. Scarcity; dearth: a paucity of natural resources. of studies that establish an effect of personality (Type A and Type B personality profiles) on managerial effectiveness. The second variable, which was taken in the study, is the type of department. Two types of department (marketing and production) were chosen for this purpose. The requirements from these two types of managers are totally different to become effective. The third independent variable selected is the level of the management position. Two levels of managers (top and lower) participated in the study. The present study is expected to highlight the significance of personality type profile, department, and management position on managerial effectiveness of managers. The hypotheses formulated for·mu·late tr.v. for·mu·lat·ed, for·mu·lat·ing, for·mu·lates 1. a. To state as or reduce to a formula. b. To express in systematic terms or concepts. c. for the study are: 1. There is a significant difference in managerial effectiveness between managers of the production and marketing departments. 2. There is a significant difference in managerial effectiveness between top and lower level of managers. 3. There is significant difference in managerial effectiveness between managers of Type A and Type B personality profiles. 4. There is significant interaction between departments and managerial positions. 5. There is significant interaction between departments and personality profile. 6. There is significant interaction between managerial positions and personality profile. 7. There is significant interaction among departments, managerial position, and personality profile. Methodology Type of Department: Mainly two types of departments (production and marketing) from private organisations were chosen for the study. Duties and responsibilities of both these departments are different from each other. Managers generally are faced with various limitations on their activities, depending on their rank, their role in the organisation, and the kind of organisation they work for. There are differences among the managers of different departments in the amount of time they devote and the type of job they have, the activities of production managers of these organisations will be different from that of marketing managers of the same organisations. Managerial Levels: There are many different types of managers with diverse tasks and responsibilities. Top Managers: Composed of a comparatively small group of executives, top management is responsible for overall management of the organisation. It establishes operating policies and guides the organisation's interaction with its environment. Lower Level Managers: These managers are called first-level managers. First line managers direct operating employees only, they do not supervise other managers. They are foremen or supervisors. Sample: A sample of 80 managers, all male, from various private sector organisations of western Uttar Pradesh Uttar Pradesh ( `tär prä`dĭsh), state (2001 provisional pop. 166,052,859), 92,804 sq mi (240,363 sq km), N central India. The capital is Lucknow. were selected for this
study.
Instruments: Managerial Effectiveness Questionnaire (MEQ) developed by Gupta (1996), and Type A-Type B self-test self-test n (COMPUT) → autocomprobación f self-test n (Comput) → test m automatique self-test self n ( developed by Bortner (1985) were used. Design of the Study: A 2x2x2 factorial design was used to study the effect of three independent variables (departments, managerial positions, and personality type) on dependent variable (managerial effectiveness). Procedure: Both the scales were administered on the respondent In Equity practice, the party who answers a bill or other proceeding in equity. The party against whom an appeal or motion, an application for a court order, is instituted and who is required to answer in order to protect his or her interests. managers of production and marketing departments while they were on the job. A total of 170 questionnaires (80 in production departments and 90 in marketing departments) were distributed. They were asked to go through the instructions given on the questionnaire and to go ahead as instructed. There is no time limit for completing the tests. The questionnaires were collected from the subjects after completion. Out of 170 subjects, 40 from each department were sorted out. Out of these, 20 subjects were selected from top level managers and 20 from lower level managers in both departments. In both the groups of top and lower level managers, 10 managers were Type A personality and the other 10 were Type B personality in each department. Scoring and Analysis: The scoring of managerial effectiveness and personality test was according to according to prep. 1. As stated or indicated by; on the authority of: according to historians. 2. In keeping with: according to instructions. 3. the instructions given in the manuals. Results and Discussions: A 2x2x2 analysis of variance The discrepancy between what a party to a lawsuit alleges will be proved in pleadings and what the party actually proves at trial. In Zoning law, an official permit to use property in a manner that departs from the way in which other property in the same locality was applied to study the effect of two types of department, management position, and personality on managerial effectiveness. Table 1 shows that the main effects of managerial positions and personality type were found statistically significant on managerial effectiveness. A glance at the table of means (Table 2) shows that top level managers have scored higher (M=195.65) than the lower level managers (M=187.60) on managerial effectiveness. There was a similar trend for personality type. Managers having Type B personality profile were found more effective (M=195.35) in comparison to Type A managers (M=187.90). Further, for df=1.72, managerial position x personality type interaction effect (F=38.34, p<0.01 level) and three-way interaction (department x managerial position x personality) effect was also found to be significant. These results supported the four hypotheses. However, the main effect of department and two-way interactions between DxM and DxP were not found significant at any level of confidence. The important finding was that the department x managerial position x personality type interaction turned out to be significant (F=5.92; df, 1,72, p<0.05). This suggested that significant managerial position x personality type interaction was not the same for two departments (production and marketing). Type B managers at the top level are more effective in the production department than managers having Type A personality. In the marketing department, managers having Type A personality at the top level are more effective. Similarly, at the lower level, Type B managers are more effective in the production department but in marketing also managers having Type B personality at the lower level are found to be more effective. The means for departments x managerial positions x personality type interaction for managerial effectiveness are presented in Table 3. This shows that work environment of the departments also plays an important role in the managerial effectiveness of managers having different personality types and placed at different levels of managerial position. Thus, from the perusal of the findings it appears that managerial effectiveness is related with the managerial position. Top level managers' managerial effectiveness was higher in comparison to lower level managers. The findings of the present study is in line with the Srivastava and Kumar study (1984), which shows that junior level officers were found less effective compared to middle level managers. The possible cause of this difference in effectiveness may be the higher maturity level and longer managerial experience of the middle level officers. Miles (1992) suggested that the constructive use of authority entails the ability to formulate clear goals and to determine what steps are necessary to achieve them, including getting people to do what is required. In spite of in opposition to all efforts of; in defiance or contempt of; notwithstanding. See also: Spite the Type A's hard work, the Type Bs are the ones who appear to make it to the top. Great salespersons are usually Type As; while senior executives are usually Type Bs (Robbins Rob·bins , Frederick Chapman 1916-2003. American microbiologist. He shared a 1954 Nobel Prize for work on the cultivation of the polio virus. , 1996). Steers (1995) research revealed that in the very top positions Type Bs are more successful than Type As, who are not overly ambitious, are more patient, and take a broader view of life. Studies have revealed that where high energy alone is a major determinant determinant, a polynomial expression that is inherent in the entries of a square matrix. The size n of the square matrix, as determined from the number of entries in any row or column, is called the order of the determinant. in job success, Type As should be highly effective. For jobs where originality o·rig·i·nal·i·ty n. pl. o·rig·i·nal·i·ties 1. The quality of being original. 2. The capacity to act or think independently. 3. Something original. Noun 1. , thought, and care are important, the Type B personality should be more successful. England and Lee (1974), Chakrabarti and Kundu (1984), and Howell et al (1997) found more effective managers as pragmatic, dynamic, warm hearted, attentive at·ten·tive adj. 1. Giving care or attention; watchful: attentive to detail. 2. Marked by or offering devoted and assiduous attention to the pleasure or comfort of others. , easygoing eas·y·go·ing also eas·y-go·ing adj. 1. a. Living without undue worry or concern; calm. b. Lax or negligent; careless. c. , persevering per·se·vere intr.v. per·se·vered, per·se·ver·ing, per·se·veres To persist in or remain constant to a purpose, idea, or task in the face of obstacles or discouragement. , emotionally mature and stable (personality characteristics create the parameters for people's behaviour, they give a framework for predicting behaviour). Conclusion The results of the study indicates that management position and personality type are associated with self-perceived managerial effectiveness. As hypothesised top-level managers and Type B managers have been found higher on managerial effectiveness as compared to lower level managers and Type A managers. A three-way interaction among type of department, managerial position, and personality type shows joint effect on managerial effectiveness. In the selection process, this information regarding an applicant's personality type can enable the employer to make appropriate selection decision thus ensuring match between person and job. It also provides opportunities to identify potentials of suitable employees for higher-level managerial jobs based on their personality types. It will be beneficial both for employees and the organisation. A self-report method has been used to measure the managerial effectiveness. Rating by the superiors and peers, if taken and correlated cor·re·late v. cor·re·lat·ed, cor·re·lat·ing, cor·re·lates v.tr. 1. To put or bring into causal, complementary, parallel, or reciprocal relation. 2. with it would have given substantive results but mostly fair evaluation by them is not done. Personal bias and rivalry Rivalry Robbery (See THIEVERY.) Rudeness (See COARSENESS.) Brom Bones and Ichabod Crane bully and show-off compete for Katrina’s hand. [Am. Lit. distort the results.
Table 1: Summary of Analysis of Variance for the Effects of
Department, Managerial Position, and Personality Type on
Managerial Effectiveness
Source of Variance Sum of Df Mean F
Squares Squares
Departments, D 217.73 1 217.73 3.18
Managerial Position, M 1296.00 1 1296.00 18.95 **
Personality Type, P 1110.00 1 1110.00 16.23 **
D x M 20.07 1 20.07 0.29
D x P 9.87 1 9.87 0.14
M x P 2622.10 1 2622.10 38.34 **
D x M x P 404.93 1 404.93 5.92 *
Error 4924.00 72 68.38 --
** p<.01 level, * p<,05 level
Table 2: Means of Managerial Effectiveness
Departments Managerial Position Personality Types
Production Marketing Top level Lower level Type A Type B
193.27 180.97 195.65 187.60 187.90 195.35
Table 3: Means of Managerial Effectiveness for Departments x Managerial
Positions x Personality Types
Departments (A)
A1 A2
Personality Type (C)
Managerial C1 C2 C1 C2
Positions (B)
B1 196.2 197.4 199.1 189.9
B2 182.2 197.3 174.1 196.8
References Bartol K and D Martin, 1991. Management. New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of : McGraw-Hill. Bortner RW, 1985. "A Short Rating Scale as a Potential Measure of Pattern a Behaviour", In Fred Luthans, Organisational Behavior, McGraw-Hill. Chakrabarti PK and R Kundu, 1984. "Personality Profiles of Management Personnel", Psychological Studies, 29. Das GS, 1987. "Conflict Management Styles of Efficient Branch Managers: as Perceived by Others," ASCI ASCI American Society for Clinical Investigation. Journal Of Management, 17(1), 30-38. Ellen van Velsor and Jean Brittain Leslie, 1995. "Why Executives Derail de·rail intr. & tr.v. de·railed, de·rail·ing, de·rails 1. To run or cause to run off the rails. 2. : Perspective across Time and Cultures," Academy of Management Executive, November, 62-72. England GW and R Lee, 1974. "The Relationship Between Managerial Values and Managerial Success in the United States United States, officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. , Japan, India and Australia" Journal of Applied Psychology Journal of Applied Psychology is a publication of the APA. It has a high impact factor for its field. It typically publishes high quality empirical papers. www.apa. , 59 (4), 411-419. Friedman and Rosenman, 1966. Qustionnaire on Type A and Type B. In RW Bortner, "A Short Rating Scale as a Potential Measure of Pattern A Behavior," Journal of Chronic Diseases, 22, 87-91. Gupta S, 1996. "Managerial Effectiveness: Conceptual Framework For the concept in aesthetics and art criticism, see . A conceptual framework is used in research to outline possible courses of action or to present a preferred approach to a system analysis project. and Scale Development," Indian Journal Of Industrial Relations industrial relations pl.n. Relations between the management of an industrial enterprise and its employees. industrial relations Noun, pl the relations between management and workers , 31(3), 392-409. Herbert TT, 1976. Dimensions of Organisational Behavior, Macmillan Publishing Co Inc. Howell JP, 1997. DE Bowen, PW Dorfman and S Kerr. "Substitutes for Leadership: Effectiveness Alternatives to Ineffective Leadership," In Veccho, RP.(ed.), Leadership: Understanding the Dynamics of Power and Influence an Organisations, University of Notredame Press. Miles Mary, 1992. The Effective Manager: Semi-Tough, McGraw Hill. Misumi J and MF Peterson, 1985. "The Performance Maintenance Theory of Leadership: Review of a Japanese Research Program," Administrative Science Quarterly Administrative Science Quarterly, founded in 1956, is one of the most eminent academic journals in the field of organizational studies. It is published by Cornell University. People claimed to have been involved as founders include James D. , 30,198-223. Richard M Steers, 1984. Introduction to Organisational Behavior, 2e, Scott, Foresman, Glenview, p. 518. Robbins SP, 1988. Organisational Behavior: Concept, Controversies and Applications, Prentice Hall Prentice Hall is a leading educational publisher. It is an imprint of Pearson Education, Inc., based in Upper Saddle River, New Jersey, USA. Prentice Hall publishes print and digital content for the 6-12 and higher education market. History In 1913, law professor Dr. of India, Delhi. Sen S and S Saxena, 1999. "Managerial Effectiveness: Managing with a Difference," Personnel Today, 20(2), 5-11. Shermon G. Managerial Effectiveness: The Difficult Question, http://www.jbims.edu/ publications.htm Srivastava SK and SH Kumar, 1984. "Leadership Styles and Effectiveness of Junior and Middle Level Central Government Officers--A Comparative Study," Psychological Studies, 29, 136-137. Renu Rastogi Vandana Dave Department of Humanities and Social Sciences Indian Institute The Indian Institute in central Oxford, England is located at the north end of Catte Street on the corner with Holywell Street and faching down Broad Street from the east.[1] of Technology, Roorkee |
|
||||||||||||||||||
Printer friendly
Cite/link
Email
Feedback
Reader Opinion