Until the 1970s the view was widespread, management could be neither teach nor learn; it was more of an art to which one would be born. A successful manager should have special character traits and personality characteristics. In practice, this opinion has, however, not enforced. Peter F. Drucker and Fredmund Malik have introduced a new picture of effective management. Due to the fact, the basic requirements of effective management are independent of industry, country and culture they represent the perceptive that effective management can be learned by practicing and using the right tasks and tools. Therefore, Malik summarized all important elements like principles, responsibility, task and tool of effective management in one system named Standard Model of Effectiveness a.k.a. The Wheel of Effectiveness. This model serves as a guideline for manager for effective management. Figure 1 shows the Standard Model of Effectiveness by Malik.
Table of Contents
1 Introduction
1.1 Objective
1.2 Structure and methods
1.3 Short Biography of Fredmund Malik
2 Tasks of effective Management
2.1 Providing objectives
2.2 Organizing
2.3 Decision making
2.4 Monitoring
2.5 Developing people
3 Tools of effective Management
3.1 Meetings
3.2 Report and Written Communication
3.3 Job Design & Assignment Control
3.4 Personal Working Method
3.5 Budget and Budgeting
3.6 Performance Appraisal
3.7 Systematic Abandonment
4 Conclusion
Objectives & Core Topics
The primary objective of this assignment is to conduct a deep dive into the tasks and tools of Malik’s "Wheel of Effectiveness" to evaluate their completeness, validity, and practical applicability for modern management.
- Theoretical analysis of Malik's core management tasks.
- Examination of essential management tools and their practical implementation.
- Comparative analysis of Malik’s model with other management theories.
- Evaluation of real-world success examples and methodologies.
Excerpt from the Book
2.3 Decision making
One of the most important tasks of the management is it to make decisions. This is also the most critical tasks because a decision makes or breaks a manager. Malik represents the opinion that many manager making the same errors in decision ma king over and over. He writes, for example, the most of the manager making too fast decisions without the clearly understanding of the problem and without considering enough alternatives. To assist manager in the decision-making process Malik identified seven steps that should be considered in the decision-making process see figure 5.
1. In the first step the manager should determine the real problem thoroughly and completely in order to make the right decision. Otherwise, the supposedly correct solution will not eliminate the problem at all, but will often lead to secondary damage.
2. The second step must be to work out as precisely as possible, which requirements the decision has to meet.
3. The next step is the search for alternatives. Here the manager should not be satisfied with the first best alternative and should not ignore the variation of the status quo.
Summary of Chapters
1 Introduction: Provides an overview of the "Wheel of Effectiveness" as a system of principles and tasks for effective management, independent of industry or culture.
2 Tasks of effective Management: Defines the five core management tasks—providing objectives, organizing, monitoring, decision making, and developing people—based on Malik’s model.
3 Tools of effective Management: Details seven essential instruments for leaders, including meeting management, reporting, job design, and systematic abandonment, illustrated by historical examples.
4 Conclusion: Summarizes that while the model synthesizes existing knowledge, it remains a highly relevant and practical foundation for managers in today's complex environment.
Keywords
Management, Effectiveness, Wheel of Effectiveness, Fredmund Malik, Peter F. Drucker, Decision Making, MbO, Organization, Monitoring, Leadership, Job Design, Budgeting, Performance Appraisal, Systematic Abandonment, Management Tasks.
Frequently Asked Questions
What is the core focus of this assignment?
The assignment focuses on analyzing Malik’s "Wheel of Effectiveness" to understand its utility in professional management.
Which management areas are covered in the work?
It covers two primary domains: the fundamental tasks of a manager and the essential tools required to execute those tasks effectively.
What is the primary research goal?
The goal is to determine if the tasks and tools proposed by Malik are complete, valid, and truly applicable in real-world business scenarios.
What research methodology is applied?
The work utilizes secondary data analysis, drawing from established management literature, books, and reliable web-based sources.
What does the main body discuss?
It provides a structured breakdown of the five core management tasks and the seven tools for effectiveness, supported by practical business examples.
How would you characterize this work with keywords?
Key terms include Effective Management, Malik's Wheel, Leadership Tools, Decision Making, and Organizational Performance.
How does Malik distinguish between "tasks" and "non-management tasks"?
Malik categorizes tasks based on their necessity for management effectiveness; core management tasks are universal, while non-management tasks vary by company or industry.
Why does the author cite the premiere of Gustav Mahler's eighth symphony?
It serves as a successful illustrative example of the "Management by Objectives" (MbO) principle, demonstrating how a common score enables coordination and precision in large groups.
What is the "systematic abandonment" tool?
It is a principle of stopping unprofitable or non-essential activities to free up resources for more critical leadership tasks.
- Arbeit zitieren
- Martin Pruschkowski (Autor:in), 2014, Malik’s Wheel of Effectiveness. Tasks and Tools for effective Management, München, GRIN Verlag, https://www.grin.com/document/432957
