Download
1 / 22
220 likes | 229 Views
This analysis examines the managerial capabilities, roles, and effectiveness within the company, providing insights on job satisfaction and personality traits. It also highlights areas for improvement, such as contextual adaptability and developing others.
E N D
System of measuring managerial effectiveness What do managers do?
Graph 4 Mean values of the factors of managerial effectiveness
Job satisfaction Table 1 General percentages of general satisfaction and every separate aspect of job satisfaction
Job satisfaction Graph 5 Mean values of the factors of job satisfaction
Job satisfaction Table 2 Job satisfaction survey norms
Personality: • The personality traits of the manager in this company: • is generally calm and able to deal with stress, but sometimes experience feelings of quilt, anger or sadness • is less distributed by uncomfortable social situations and has limited ability to control cravings and urges • is introverted person, formal, reserved, serious and prefers to be distant and alone or with a few closed friends • avoids social stimulations and has average abilities to be a group leader • sometimes is energetic, and has a high need to keep busy, but they are a times when this person is relaxed in tempo and is balanced in the need of excitement and stimulation • is less enthusiastic and high determined.
Personality: • is hard-headed, sceptical, proud and competitive • tends to express the anger directly • is a person that sometimes can be considered as cynic and sceptical and a person that has a tendency to assume that others may be dishonest and dangerous • this person is more willing to manipulate others through flattery, craftiness or deception.
Personality: • is open to assist to others, especially when there is a problem that has direct influence to the manager’s life • the other people can consider his/her feeling of superiority as arrogance and can be easily described as a person without feelings or appeals to pity • under the superiority, he/she is a person that sometimes does not believe that has ability to control and be effective, the opinion that can have influence on his/her drive for success, encouragement and eagerness for finishing tasks.
Personality: • is a person that appreciates art and beauty, the most of the time believes that imagination contributes to a rich and creative life and can be engaged in a series of different hobbies • is practical but willing to consider new ways of doing things • generally, seek for a balance between the old and the new • the most of the time, this person is open and willing for unconventional ideas and is ready to re-examine social, political and religious values • even though sometimes he/she prefers not to make plans, the manager is very careful person that thinks many times before bringing the decision or taking actions.
Managerial capabilities: The managers in this company are: • highly, motivated and skilled to work and learn across cultural differences, as willing to take perspective of others and capable to learn from workplace experiences • they are highly educated in knowledge of business and business practices. However, they should improve their capabilities for managing time, stress and adversity as well their abilities to adapt easily to cultural differences.
Managerial roles: • the most of the time, the managers are in informational roles which means that they scan environments, monitor units, probe and seek information and act as corporate nerve centre of incoming information • they communicate and disseminate information with multiple levels of the internal and extra-organizational system, advocate and represent the organization • however, their interpersonal and action roles should be developing furthermore, in order for them to be more successful in completing their managerial responsibilities The should spend more time in developing their role as motivator, coach, someone that build teams, maintain corporate culture, supervise the work of the others as well as to take actions, make decisions and use power to get things done. They should be more able to make deals, to translate strategy into action, negotiate contracts, manage conflicts and confront others.
Managerial effectiveness: According to the feedback of the employees the managers are highly effective especially in their competence for Professionalism, Corporate ethics and Problem solving. Their competences for Interpersonal relations, Managing and leading, Knowledge and initiative and Success orientation are evaluated as average. Managers have the lowest scores for their competences for Contextual adaptability, Decision making and Developing others. This fact should be taken into consideration for making further plans and analyses for developing better management in the company.
Job Satisfaction: • The company has employees that are on the average level of satisfaction according to the global norms, and slightly higher level of satisfaction according to the norms in Macedonia. • They are the most satisfied of their Supervision, Co-workers and the Nature of work, while their satisfaction is decreasing if the Communication of the company is considered. The factors that cause dissatisfaction in this company are Pay, Fringe benefits, Contingent rewards and Operating procedures.
Inter-correlations The variable Conscientiousness has been confirmed as the most important variable for the General Satisfaction and Managerial capabilities. In order to improve the capabilities for managing people and teams the company needs people that have high scores on this personality trait. The profile of these people should indicate that they are purposeful, strong-willed and determinate, with a high will to achieve. They should be well prepared to deal with life, neat, tidy, well-organized and able to keep things in the proper places. They should be strict to their ethical principles and scrupulously fulfil their moral obligations. They should have high aspiration levels and need to work hard to achieve their goals.
Inter-correlations • The company needs managers that have the ability to motivate themselves to get the job done and that have tendency to think carefully before acting.High scorers are cautious and deliberate, while low scorers are spontaneous and able to make snap decision when necessary. All these traits are important especially for the recruiters and net workers that select candidates that are going to work on managerial position within the company.
Inter-correlations • The variable openness has been found as negatively related to managerial effectiveness. This results is unexpected regarding the founding’s of the relation of this variable with the success on managerial position. In descriptive terms the most effective managers in this company are down to earth, practical, traditional and pretty much set in their ways. They are repressing positive and negative emotions as well as their imagination, aesthetic, sensitivity, preference for variety and intellectual curiosity. Managers that are open to new experiences, have a broad interested and are imaginative are evaluated as less effective.
Summary The most important founding from this research is the fact that there is a high relation between managerial effectiveness and job satisfaction. In descriptive terms, this means that by measuring the job satisfaction and its separate aspects it is possible to evaluate managerial effectiveness and predict the success of the individual on the managerial position.
Summary • Managers that have higher level of performance evaluated with the presented model of competences have happier employees in almost all aspects of job satisfaction. • On general levels the managers cannot control the employee’s satisfaction from the operational procedures, while all other aspects are directly related to their effectiveness.
