Managerial behaviour and effectiveness

Unit 1, Defining managerial job

Unit 1: Defining the managerial job

Descriptive Dimension of managerial jobs Methods- Model Time Dimensions in Managerial
Jobs- Effective and ineffective job behaviour Functional and Level Differences in Managerial
Job Behaviour.

Table of Contents
1.1 Managerial job ..................................................................................................... 2

1.1.1 Descriptive Dimensions of managerial job ................................................. 2

1.1.2 Time dimensions in managerial Job ........................................................... 4

1.2 Managerial job analysis ....................................................................................... 9

1.2.1. Methods used for managerial job analysis .............................................. 10

1.3 Managerial job behaviour ................................................................................. 11

1.3.1. Effective managerial job behaviour or skills required........................... 12

1.3.2 Ineffective managerial job behaviour ....................................................... 13

1.3.3. Functional differences in managerial job behaviour.............................. 14

1.3.4 Level differences in managerial behaviour .............................................. 15

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

1.1 Managerial job

According to peter ducker the manager is a dynamic, life living element in business, his
function is to coordinate efforts, encourage initiatives , use each mans ability and develop
a dynamic and devoted team which functions as a single entity

1.1.1 Descriptive Dimensions of managerial job

1. General Dimensions of managerial jobs

2. Functional dimensions of managerial jobs

3. Model or role dimensions of managerial job

1. General dimensions of managerial jobs

Planning - Planning is the conscious determination of a future course of action to achieve

the desired results. It is the process of thinking before doing. It means the determination of
what is to be done, how and where it is to be done, who is to do it and how results are to be
evaluated. Planning requires that managers be aware of environmental conditions facing
their organization and forecast future conditions. It also requires that managers be good
decision makers.
Organizing It is the process of dividing work into convenient tasks or duties, of grouping
such duties in the form of post, of delegating authority to each so that work is carried out as
planned.
Staffing Staffing is the managerial function of filling and keeping the position in the
organization. This process includes the selection of the candidates for positions, fixing
financial compensation, training and development, promotion, transfer etc.
Directing Once subordinates are oriented, the superior has a continuous responsibility of
guiding and leading them for better work performance and motivating them to work with
zeal, confidence and enthusiasm.
Controlling It involves the process of visualizing whether the activities have been or are
being performed in the same way as contained in the plans because any deviation will
result in inefficiency in the organization.
Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

2. Functional dimensions of managerial jobs

Technical - (Production and manufacturing)

Commercial (Buying, selling exchanging)

Financial (Obtaining and using capital)

Security (Protecting Property and persons)

Accounting - (Balance sheet, stock taking, statistics, costing)

Managerial (Planning, Organizing, commanding, Co-coordinating, Control)

3. Model or Role Dimensions of Managerial Job

Interpersonal role A manager in order to be effective has to assume different roles at

different points of time as demanded by the call of duty.

-- Figurehead - Managers performs some duties, such as attending the wedding of an employee,
taking an important customer to lunch and so on

-- Leader As a leader, every manager must motivate and encourage his employees. He must
also try to bring together their individual needs with the goals of the organization

-- Liaison - Every manager must cultivate contact outside and collect information useful for his
organization.

Informational Roles

-- Monitor - As monitor, manager has to always scan his environment for information,
receive information.

-- Spokesperson The manager informs and satisfies various groups and people who influence
is organization. Thus, assures consumer group that the organization is fulfilling its social
responsibility and satisfies government that the organization is permanent by the law

Decisional Roles:- The decision roles make significant use of the information

-- Entrepreneur The manager looks out the new ideas and seeks to improve his unit by
adopting it to changing conditions in the environment.
Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

-- Disturbance Handler The manager has to work like a fire fighter. He must seek solution of
various unanticipated problems a strike, bankrupt and so on.

-- Resource Allocator The manager must divide work and delegate authority among his
subordinate. He must decide who will get what.

-- Negotiator In the negotiator role, the manager negotiates on behalf of the organization

1.1.2 Time dimensions in managerial Job

Time management is defined as organizing and monitoring time so that task can be scheduled and
completed in an efficient and timely manner

Principles of time management

Principle of shortness - The manager should hold short meeting. This guarantees that
meetings will be kept short.

Delegation of authority: - The manager should delegate work, identify the amount of
initiative recipients should take with the tasks they are assigned. These rules all relate to
effective delegation, a key time management technique.

Time Estimates He should set limits at the beginning of every meeting and appointment.

Principle of prioritization If one has list of things to do, then scheduling would be done
according to their importance.

Write goals The manager should list specific goals like paying off debts, finishing a big
project, etc, and should include specific dates. He should list general goals like spending
lots of time with family, having a fulfilling career, being healthy or contributing something
to society,

Proper Implementation The manager should start meeting on time. This helps to
guarantee that people will arrive on time.

Proper planning and follow up The manager should prepare minutes of the meeting and
follow up. This practice keeps items from appearing again in a meeting without having
been resolved.
Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

Time management matrix

Urgent and important - If this happens, identify which of you urgent importance activities
could have been foreseen and think about how you could schedule similar activities ahead
of time, so they do not become urgent.

Urgent and not important: - Urgent but not important activities are things that stop you
achieving your goals, and prevent you from completing your work. Ask yourself whether
these tasks can be re-scheduled, or whether someone else could do them.

Not urgent but important - These are the activities that help you to achieve your personal
and professional goals, and complete important work. Make sure that you have plenty of
time to do these things properly, so that they do not become urgent.

Not urgent and not important: - These activities are just a distraction, and should be
avoided if possible. Some can simply be ignored.

Time wasters
Two aspects

1. Elimination of time wasters: - It has been observed that an individuals lot of time is wasted
by a number of time wasters. Following types of timewaster are more common

a. Unorderly method of working: - Many people adopt unorderly method of working in which
they waste lot of their time in searching things for use.

b. Unnecessary gossip (talk):- people who engage themselves in unnecessary gossip (talk)
with their friends and colleagues waste lot of their precious time.

c. Unscheduled visitors:- unscheduled visitors take lot of time and they can knock the door at
any time if not managed properly

d. Too many meeting: - Too many meeting are basic characteristics of many organizations.
Many of these meetings are part of routines and do not contribute any meaning full thing
except time wasting

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

e. Family tension :- people having Family tension spend lot of time in managing family
tension

f. Procrastination:- it mean that, putting todays work on tomorrow, spend much of their time
in thinking whether they should do the work today or tomorrow

g. Failure to set priorities: - lack of setting priorities in performing activities leads to waste of
lot of time on trifle matters leaving aside the more important ones.

h. Lack of scheduling: - with lack of scheduling or improper scheduling for work

performance, people got confused about what and when activities are to be performed.

i. Attempting to do so many: - this approach becomes self made time waster because people
cannot concentrate on any activity.

Steps involve in minimizing time wasters

a. Right & orderly method of working should be adopted in which there should be a place for
everything and everything should be on its place.

b. Work priorities should be worked each morning so that days work is completed well on time.

c. Work schedule should be prepared for each day showing starting and ending time for each
activity. This schedule should be followed strictly.

d. It is essential to avoid Procrastination altogether even in small matters otherwise it may infect
from small matters to critical matters

e. As far as possible, time should be fixed for meeting visitors, and inform them accordingly. Still
if some visitors come who are likely to make more time, it is better to discuss with them briefly
and advise them to visit later for more detailed discussion.

f. Pleasant Thinking always create good environment at work place as well as in home. It not
only saves time but becomes energizing to people.

g. It is better to concentrate on one activity at a time whether it is critical, important, or less

important. Doing work with concentration saves lot of time

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

2. Rational use of time: - Each activity of an individual should take time in proportion of its
contribution to the realization of the goals. If any activity is taking disproportionate time, it is
better to evaluate whether the activity as it is more time consuming but less productive.

Advantages of Time management

Reduction of stress By completing the task on time and not procrastinating, the quantity
of stress can be decreased by using time management.

Sense of achievement Good time management also gives peace of mind and relaxation. A
sense of achievement also comes from knowing that he finished everything that he needed
to get done, and since he was not rushed, the end result was probably much better.

Increased energy: - Proper time management leads to completion of task. This helps the
individual to have increased energy. Good sleep and increased energy are the main
outcomes of time management.

Increased Productivity Another advantage of time management is an increase in

productivity

Less Re-Work Being organized results in less re-work and mistakes. Forgotten items,
details and instructions lead to extra work.

More Free Time We can create more time, but one can make better use of it by managing
his time. Even simple actions like shifting and getting the work done early can produce
more free time time in the life

Less wasted time When one knows what to do, he wastes less time in idle activities.
Instead of wondering what he should be doing next, he can already be a step ahead of his
work.

More opportunities: - Being on top the time and work produces more opportunities. The
early bird always has more options. As well, luck favors the prepared.

Improves Reputation Individuals time management techniques will improve his

reputation. At work and in life he will be known as reliable. No one is going to question
whether you are going to show up, do what you say you are going to do, or meet that
deadline.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

Less Effort: - A common misconception is that time management takes extra effort. Things
take less effort, whether it is packing for that trip or finishing up that project

Disadvantages of Time Management

Making Distance from Social Activities: - The main disadvantage of time management
involves being too concentrated on professional tasks that one might actually fail to include
social activities.

Lack of innovation: - When one learn how to manage their time; they become much
disciplined and professional surrounded by doing and accomplishing their task. By doing
so, one become so disciplined that one forgets to relax and one stop being innovative

Stressful Life: - Poor time management effects stress levels. It leads to the dissatisfaction of
not having worked hard and wasted time.

Poor multi-tasking skills The ability to multi task depends on the ability to divide and
allocate the waking hours according to the importance task. I addition, it is necessary to
concentrate on the task at hand and ignore distractions.

Tips to managers on time management and delegation of work

Never waste employees time: - The manager should resist his temptation to assign busy
work when he sees the idle workers. He should be a role model for his team mates and
show them what he needs to be done. He should be sure that they have the needed tools and
guide them.

Priorities the work of the team: - Manger should distinguish truly important activities, stuff
that seems to demand immediate attention. He should delegate interesting assignments, that
stretch imagination and creativity, encourage personal and professional growth.

Communicate the goals: - Managers should be in a position to give good reasons for his
delegation. The workforce if understand the goals they become motivated and efficient
workforce.

Encourage employees to focus at time: - Manager should observe the staff at work. He
should get the Workers total attention on the individual tasks. This will lead to faster
work and better with less clarification.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

Have productive staff meeting - Conducting regular staff meeting is the fore most function
of manager. He should communicate to his staff to priorities the least interest areas, attend
meetings, and work at home. Productive interactions can be made through meeting rather
than memos, emails or phone.

Reduces work load to managers: - Delegation of authority permit a manager to share his
workload with his subordinates. By passing on some of his own work to the subordinates,
the manager is able to concentrate on more important aspects of his work.

Basis of superior subordinate relations: - Delegation of the authority is the process by

which superior - subordinate relations among managers are established. The flow of
authority from the top management to lower levels is directed and regulated by the process
of delegation.

Motivates Subordinates and Develops Managers: - They are motivated to work for higher
performance. They are also likely to utilize their abilities and skills to do their job well.
Delegation of authority is a source of development of managers. Its opens up opportunities
for manager to acquire leadership and other skills and competence.

Reduction of Stress: - When time is managed effectively a proper prioritized scheduled can
be followed. By completing the task on time procrastinating, the quantity of stress can be
decreased by using time management.

Sense of achievement: - Good time management also gives peace of mind and relaxation.
Proper time table gives spare time to do all things for enjoyment. When schedule is set,
everything gets completed in a planned manner.

1.2 Managerial job analysis

Job analysis is a detailed and systematic study of jobs to know the nature and characteristics of the
people to be employed on various jobs. It involves collection of necessary facts regarding jobs and
their analysis. Job analysis also provides the basis for determining what types of information
should be obtained from the applicant, from previous employers, and from other sources.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
KV. Violators will face infringement proceedings of copyright laws. .
 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

10

Analysis of managerial jobs requires some special considerations. Managers usually tend to adjust
the content of their jobs to fit their own style rather than to fit the needs of the work to be done. As
a result when querying them about their work, they will describe what they are doing, having lost
of sight what they should be doing.

1.2.1. Methods used for managerial job analysis

Management position description questionnaire: - MPDQ is a standardized instrument
designed specifically for use in analyzing managerial jobs. The 274 item questionnaire
contains 15 sections. It would take 2.30 hrs to complete the questionnaire. In most cases the
respondents are asked to state how important each item is to the position.

Hay plan: -The hey plan is based on an interview between the job analyst and the job in
office. The information that is gathering relates to 4 aspects of the job The objectives, the
dimensions, the nature and scope of the position, and the accountability objectives.
Information about objectives allows the reader of the job description to know why the job
exists in the organization and for what reason it is paid

Supervisory task description questionnaire: - A supervisor task description questionnaire

incorporating 100 work activities was developed for describing the positions of first line
supervisors. A factor of the STDQ responses from a representative sample of 251
supervisors in 40 plants yielded 7 jobs dimensions which are as follows:

Working with subordinates

Organizing work of subordinates

Work planning and scheduling

Maintaining efficient quality and production

Maintaining safe and clean work areas

Maintaining equipment and machinery and

Compiling records and reports

Professional and managerial position questionnaire: - The PMOQ consists of 93 items,

divided into 3 major sections job activities, personal requirements needed for job
Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

11

performance. This section contains personal development items dealing with the
educational, training and experience requirement of the job

- The first section includes

--- Planning and scheduling activities

--- Processing information and ideas

--- Exercising judgement

--- communicating

--- Interpersonal activities and relationships

--- Technical activities

The second section of the PMPQ concerns the personal requirements needed for job performance.
This section contains personal development items dealing with the educational, training and
experience requirements of the job.

Personality related position requirements form: - The PPRF is designed to identify

aspects of jobs that are potentially related to individual differences in personality. The
PPRF consists of 107 items divided into 5 major categories (Surgency leadership, interest
in negotiation, Agreeableness Friendly, Sensitivity to interest of others, conscientiousness
General truth worthiness, emotional stability, Intellectance generate ideas, Tendency to
think things through

1.3 Managerial job behaviour

Managerial job behaviour means the total set of work related behaviour that the organization
expects the individuals at managerial positions to display. There may be managers with effective
as well as ineffective job behaviors. It is the nature of manager job to influence organizational
behaviour in a responsible and professional manner so it is his or her job to conscientiously shape
organizational beliefs and values in the right direction.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

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12

1.3.1. Effective managerial job behaviour or skills required

Ability to inspire others - The effective manager will have a ability to inspire others

Motivation Effective managers are self-motivated. They have a strong desire to lead.
Motivated managers have a definite goal.

Positive attitude A positive approach indicates a healthy body and mind. It helps to
manage stress. Manager can balance different aspects of his or her life without creating
overlaps. And when the going gets tough, it ensures that manager can stay calm and
collected enough to seek appropriate solutions.

Communication skills: - Managers who want to make the greatest positive impact on their
environment, their terms and their associates must be persuasive communicators. On the
other hand, they must be receptive to what others are saying. Listening skills, appropriate
body language are the hallmarks of a good communicator.

Problem solving skills :- An effective manager has developed the patience and ability tom
look at the problem from various angles and get down to the cause of the problem and he
tries to solve the problem from its roots rather than the symptoms of the problem

Ability to understand human behaviour: - A manager must understand the needs, desires
and behaviour of his subordinates and show respect for such desires. He is emotionally
supportive and is careful enough to avoid ego threatening behaviour. He must give credit to
subordinates when their efforts are successful.

Emotional intelligence: - Todays manager is under pressure. Managers basic intelligence

and technical competency must be complemented with emotional intelligence. Competent
managers are emotionally mature and usually tend to adjust the content of their jobs to fit
their own.

Willingness to take risk: -Successful managers always accept and seek new challenges. He
must be willing to tolerate dissatisfaction and defeat and learn from these failures

Dedication to organizational goals: - A manager must demonstrate his dedication and

commitment to the organizations mission, goals, and objectives by hard work and self
sacrifice.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

13

Intelligence: - A successful manager must have above average knowledge and intelligence.
Mental ability to think precisely, analyses accurately, interprets clearly and in brief are
necessary to consider the problems in the right perspective.

Foresight and vision: - He should have the capability to look forward and anticipate the
events. He should have a high degree of imagination, moral courage, breadth and
determination.

Responsibility :- A manager should be a responsible person and must be willing to assume

responsibility for cost

Self confidence: - Effective managers are self m confident. They have to constantly solve
problems, make decisions and ensure others follow them.

1.3.2 Ineffective managerial job behaviour

Motivation by intimidation: - The most common mismanagement approach is motivating
employees by instilling fear in them, fear of getting shouted at, public humiliation, getting
fired etc. Motivating by intimidating works only in some situation and with certain groups
of employees. Effective managers use their people skills to get things done.

Not knowing associates: - Many managers pleasure themselves in not knowing mush about
their employees, their personal lives, fears, hopes, etc. Everybody has a personal life. What
ever happens in the personal life of an employee effects his work life as well. An effective
manager knows enough about his associates so he understands what motives them.

Not being open: - Such managers believe that there is just one way of doing things right
and that one way is their way. Not being open to employees suggestions and ideas. This
closed attitude of the manager stops new and better methods from being implemented.

Negative expectations: - Most managers are convinced that most employees are
untrustworthy and lazy. All this in turn affects the employees adversely and they come to
work forcibly, not willingly. Managers of course, get what they expect.

Punishing everybody for the fault of a few: - Organizational Policies and procedures are
based on the past behaviour of a small group of playful employees. Policies and procedures
sometimes hinder employee work and their behaviour

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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14

Not communicating: - At the time of yearly performance appraisals, many employees are
shocked to learn about some performance standards that they never knew or were
counseled about. Ineffective managers withhold a lot of importance information from
employees and then use employees non- compliance to those standards against them I their
performance appraisals. These managers conveniently disown the responsibility of not
communicating and blame the associates for not knowing basic facts

Viewing the management and employees as separate entities: - Ineffective managers also
strongly believe that they alone constitute that management, and therefore are always right
ineffective managers always fail to see the good relationship between the management and
employees. The good relationship is required for the success of any organization.

1.3.3. Functional differences in managerial job behaviour

Functional manager: -

--- Financial managers - They are responsible for activities such as accounting, cash
management and investments. The number of financial manager is large in some businesses
like banking, insurance and financial institutes.

--- Marketing managers Marketing managers works in areas related to the marketing
function, which is essentially getting the consumers to buy the products or services offered by the
organization. The primary focus of a marketing manager is to develop new product, promote sales
and distribution of the product and services o f the organization.

--- Production managers Production managers are responsible for maintaining the production
process and to look after the manufacturing system of the organization. They are people usually
with an engineering background who are in charge of production and maintenance of the
equipments and machinery. The usual job titles at different levels are work manager, plants
manager, production supervisor and the like.

--- Human resources managers Human resources managers are responsible for hiring and
developing employees. They are typically involved in human resources planning, recruiting and
selecting employees, training and development, designing compensation and benefit systems,
formulating performance appraisal systems and discharging underperforming and problematic
employees.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

15

--- Operations managers: - Operations managers have the basic responsibility for the
organizational systems that transform inputs such as materials, labour, capital and technology into
outputs i.e., the finished products or services. An operation managers must deal with the problems
of facilitates layout, production control and scheduling, inventory control and quality control.

--- Research and development managers: - Research and development managers coordinate the
activities of scientists and engineers working on specific scientific projects in organization

General Managers: - General or administrative managers are not associated with any
particular areas of management. They have basic familiarity with all the functional areas of
management rather than specialized training in any one area, and are usually responsible
for the overall functioning of the organizations. The job titles held by them are general
manager, administrator and the like, and they are typically responsible for all the functions
performed within the plant or division.

Line and staff Managers:- line managers are responsible for the major work activities
that contribute directly to the production of the organizations product or services. The line
managers in a manufacturing organization include production vice president, general
manager, plant manager and production manager.

Staff manager are responsible for the provision of specialized services in support of the line
managers. Examples include vice president HR or Finance.

1.3.4 Level differences in managerial behaviour

Strategic or Top managers Strategic or top level managers are at the top of the hierarchy
and are responsible for the entire of organization. They have such titles as president,
chairperson, executive director, vice president etc. Top managers are responsible for setting
organizational goals, defining strategies for achieving them, monitoring and interpreting
the external environment and making decisions that affect the entire organization. They
look to the long tern future and concern themselves with general environmental trends, and
the organizations overall success. They also influence internal corporate culture.

Tactical or middle managers: - Tactical or middle level managers work at middle level of
the organization and are responsible for major groups. For example, Middle managers are
regional managers etc. they are responsible for implementing overall strategies and policies
Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

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 Managerial behaviour and effectiveness

Unit 1, Defining managerial job

16

defined by top managers. Middle managers are concerned with the near future and are
expected to establish good relationships with peers around the organization encourage
teamwork and resolve conflicts.

Line Managers: - Operational or first line managers are directly responsible for various
operations such as marketing, finance and HRM. They are the first level of management
and have such title as assistant district or district leader or manager. They are responsible
for groups and non management employees. Their primary concern is the application of
rules and procedures to the goals of the organization. The time horizon at this level is short,
with the emphasis on accomplishing day to day objectives.

Managerial behaviour and effectiveness, Study material - Prepared by S.Jeevitha, Assistant Professor, KVIM

This material is proprietary to KV Institute of Management, a Nationally Ranked BSchool in Coimbatore and cannot be copied or duplicated for use outside of
KV. Violators will face infringement proceedings of copyright laws. .