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ROLE EFFICACY

ROLE EFFICACY. THE MORE WE MOVE FROM ROLE TAKING TO ROLE MAKING (TAKING INITIATIVE IN DESIGNING THE ROLE MORE CREATIVITY TO INTEGRATE VARIOUS EXPECTATIONS), THE MORE ROLE IS LIKELY TO BE EFFECTIVE.

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ROLE EFFICACY

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  1. ROLE EFFICACY

  2. THE MORE WE MOVE FROM ROLE TAKING TO ROLE MAKING (TAKING INITIATIVE IN DESIGNING THE ROLE MORE CREATIVITY TO INTEGRATE VARIOUS EXPECTATIONS), THE MORE ROLE IS LIKELY TO BE EFFECTIVE • EFFECTIVENESS OF ROLE THEREFORE DEPENDS ON POTENTIAL EFFECTIVENESS OF INDIVIDUAL, ROLE AND CLIMATE OF THE ORGANISATION. • THESE POTENTIAL EFFECTIVENESSES CAN BE CALLED EFFICACY. • ROLE EFFICACY CAN THUS BE SEEN AS THE PSYCHOLOGICAL FACTOR UNDERLYING ROLE EFFECTIVENESS

  3. DEFINITIONS EFFICIENCEY - MEASURED BY A COMPARISON OF OUTPUT WITH INPUT (AS IN ENERGY, TIME AND MONEY) - DOING THINGS RIGHT EFFECTIVENESS : ABILITY TO PRODUCE A DECIDED DECISIVE OR DESIRED EFFECT - DOING RIGHT THINGS EFFICACY : POWER TO PRODUCE AN EFFECT - SETTING THE RIGHT OBJECTIVES

  4. ROLE EFFICACY HAS THREE MAIN ASPECTS THE MORE THESE APECTS ARE PRESENT IN A ROLE, HIGHER THE EFFICACY IS LIKELY TO BE ROLE EFFICACY ROLE CENTERING ROLE MAKING ROLE LINKING

  5. ROLE CENTERING • CENTRALITY HOW CENTRAL I AM TO THE ORGANIZATION • INFLUENCE ABILITY TO INFLUENCE AND USE POWER • PERSONAL GROWTH OPPORTUNITY TO GROW & DEVELOP

  6. ROLE MAKING • SELF-ROLE INTEGRATION HOW CLOSELY INTEGRATED ROLE WITH SELF • PRO-ACTIVITY ABILITY TO MAKE INITIATIVE RATHER THAN RESPONDING • CREATIVITY NEW AND UNCONVENTIONAL WAY OF SOLVING A PROBLEM • CONFRONTATION ABILITY TO FACE PROBLEMS AND FIND SOLUTIONS

  7. ROLE LINKING • INTER ROLE LINKAGE ABILITY TO LINK ONE’S ROLE WITH OTHERS • HELPING RELATIONSHIP FREE TO SOLICIT AND GIVE HELP • SUPER ORDINATION DISPOSITION TO SERVE LARGER

  8. OFFICE VS ROLE BASED ON POWER RELATIONS BASED ON MUTUALITY HAS RELATED OBLIGATION NON HERARICHICAL CREATED BY STAKE HOLDERS PART OF THE DYNAMICS IS DESCRIPTIVE IS DYNAMIC • HAS RELATED PRIVILAGES • IS USUALLY HIERARCHICAL • IS CREATED BY OTHERS • PART OF STRUCTURE • IS EVALUATIVE • IS STATIC

  9. ROLE IS THE INTEGRATING POINT OF INDIVIDUAL & ORGANISATION • OROG STRUCTURE ORGANIZATION GOALS ROLE INDIVIDUAL NEEDS PERSONALITY ROLE INDIVIDUAL ORGANISATION

  10. ROLE DERIVATION PROCESS • IDENTIFY THE STAKE HOLDERS • CLASSIFY THE STAKE HOLDERS • PRIORITISE THE STAKE HOLDERS • IDENTIFY THE EXPECTATIONS OF STAKE HOLDERS • APPLY CRITERIA FOR ELIMANATION • GENERATE SELF EXPECTATION • COLLATE EXPECTATION OF BOTH • FINALISE ROLE

  11. AN OFFICE BECOMES A ROLE WHEN IT IS ACTUALLY DEFINED BY THE EXPECTATION OF STAKE HOLDERSOR A ROLE IS NOT DEFINED WITHOUT THE EXPECTATIONS OF OTHERS

  12. APPROACHES TO ROLE • REACTIVE • BASED ON EXPECTATIONS OF OTHERS • ROLE TAKING • PROACTIVE • BASED ON SELF EXPECTATIONS • ROLE MAKING

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