Abstract:
Managerial Effectiveness is fast becoming a competitive advantage for organisations, especially in the context of high demand for and, therefore, continuous migration of competent managers from one organisation to another. Organisations, therefore, have started investing in retaining competent managers and putting in place systems for developing new cadre of effective managers. It is in wake of these contextual factors that the present study on Managerial Effectiveness has been conducted. Managerial Effectiveness is often defined in terms of output - what a manager achieves. The present study was aimed to understand different perspectives on managerial effectiveness between private and public undertakings. The study was carried out in different private and public organizations located in Delhi and its NCR (National Capital Region). Data were collected from 100 managers (50 managers from private and 50 from public undertakings). Managerial Effectiveness Scale developed by Dhar, Dhar and Jain (2006) was used to assess the managerial effectiveness of the managers on different factors of the construct of managerial effectiveness. Analysis of the data was done using t-test. Results revealed significant difference between managers of private and public undertakings on Managerial Effectiveness dimensions. The findings imply that the organizations in both the sectors need to understand and manage Managerial Effectiveness and provide them with suitable functional, interpersonal and personal freedom to utilize their full potentials so that their level of performance in the organization could be enhanced. Results are explained in the light of present scenario in existing private and public undertakings.
Key words: Managerial Effectiveness, Manager, Private, Public, Undertakings.