Essay: Malik Standard Wheel of Effectiveness

Diagram 4: Malik Standard Wheel of Effectiveness” (Malik,2006  p.308)
Malik has described the four management elements as a driving wheel. These elements have explained the manners of effective leadership beyond merely. In addition to these, he has suitably established the power of ‘communication’ as a cornerstone between the elements. It has clearly demonstrated the connectivity or flows from the inside, Responsibility and principles, to the outside, tasks and tools, and Vice Versa. Malik has explained communication as a ‘medium (Malik,2006,p. 339)’ but it belongs to either of the four elements. Now we are going to see the first 3 elements of an effective leader in the above Wheel. According to Malik, an ‘effective leader has 5 tasks to do. Namely: Managing objectives, Organising, Decision Making,   supervising and people developing and promoting (Malik,p.156-239).’ A leader must set a few short and long-term objectives. The long-term objectives must go with the business strategy. Each and every participant should agree on their development and they should be given on an individual basis. Objectives are the road to the valuable results. They must be clear, short, precise and understandable.  If leaders achieve to provide a conventional objective, they can easily quantify the results.  Measurable outcomes are predictable and hence an effective leader forecasts the future expectation of customers and consumers and starts the journey to react early. To govern the objectives correctly an effective leader must
be capable of organising the resources. Without proper administration, the diverse human and material resources could not go with the same tune and speed. This tune and speed could be the values, assumptions, rules in the organisation. The traditional way of Management has defined organising as the power of authority with long hierarchies and centralized activities. But, honourable admiration for the innovative contribution of the ‘Cybernetic management system’  the management system is now in its transformation, Peter.F.Drucker, 1986 Pdf version)  http://www.icmbpl.com/Management%20%20Tasks,%20Responsibilities,%20Practices%20by%20Pe ter%20Drucker%20e%20book.pdf ( taken on 31.10.2017) and his well-known successor, Malik for his latest concept on ‘Supersyntegration, Malik, 2006,’ The cybernetic Management concept has facilitated the flow of information, teamwork, use of resources via networking. This connectivity works like the human blood vessels 24/7/365. The perfection of the organs has functioned in humans well. This is due to the central control system of the brain excluding those who are sick. This implies that the MIS (Malik Integrated Management System, Malik 2013,p.108) functions correctly to control the bodies of an organisation like the human brain. The brain does not finish its activities every microminute and second. In the same way, executives are working and thinking about the success of their institutions all the time. To express the ongoing management process and to share his vast technical and academic experience, Professor Dr Michel Nagy has said that ‘an effective leader could not accomplish all his given assignments at a certain point in time, (HdWM Fachkongress F”hrung & coaching  Jan 19, 2018)’, because Leadership is a continues process and an effective leader is always surrounded by ‘SWOT (strengths, Weakness, Opportunities and Threats )’. He/she should come up every morning with diverse solutions for a problem, he/she should control his/her environment and must act reasonably with understanding. This requires a wise decision making. The decision-making capabilities of an effective leader could be directly related to ‘responsibility and accountability’ of a leader. No matter its dependence on the previous terms, a leader is taking his position to make decisions. And if he/she have problems to make it happen, then it would be very difficult to recognise them as a leader. The decision is the unique part to differentiate the leaders from others. Making a right decision at the right time is the best characters of effective leaders. On the contrary, they are subject to mistakes. But they learn from them and avoid them next. So far, we have discussed the first 3 tasks of an effective leader. Practically, these could not function properly without appropriate supervision or control. Controlling the objectives set and supervising if the plans are going according to the agreed terms and conditions. It could be a general truth that no one wants to throw his money via the window. Everyone is very conscious of spending and so, are organisations and institutions.
They want to give some and want to maximise their output.
To achieve this they have made so many control mechanisms and supervision. This way the companies are evaluated by external auditors and quality controllers. Then if it is successful in internal controlling, the second will probably positive. Here, the first question is what are the internal control mechanisms of the organisation? Are they standard and applicable to everyone? Are they objective?. All these and others could be answered if the company controls the whole system. A controllable system has clear and precise manners for each and everyone in the system. When a leader focuses on these points then the people will develop a deep trust in their leaders. In the last part of the ‘tasks’ we are going to see ‘people development and promotion (Malik,2006,p.217).’ It is about developing the whole people in the organisation, but to promote those with high performance. Promotion could be regarded as a motivation of the people in the organisation. But it must be based on the right evaluation and should focus on the positive side of the individual. Executives should motivate individuals on their strength and empower them for more contributions. This increases the efficiency of the company, maximise profit and encourage others to accomplish their objectives properly. Then if a leader applies all these tasks and the following tools and principles, he /she will drive a successful change in organisations and institutions. The next part will focus on the second half of the Malik effective leadership Wheel, ‘Tools (Malik,2006, p. 241)’. If we make our attention only in the first half, then the wheel will change to 180 degrees which will be incomplete. And so the tasks will be sick, could not properly apply without the below part of the circle, effective tools. To justify this Malik has set 7 effective leadership tools. Consecutively, ‘Meetings, reports, job design and Assignment control, Personal Working Methods, The Budget and Budgeting, Performance appraisal and systematic waste disposal (Malik,2006, p. 246-323).’Now we are going see their means of application. According to Malik, meetings are conducted for two reasons ‘to give information/instructions and to make decisions.’ It should be conducted properly and scheduled. A leader should know the aim of a meeting, the expectation of the participants, effective utilization of the time scheduled. It should reflect the exact purpose. It could be affected by different perspectives in different geographic areas due to diverse cultures. Yet, the right application of it keeps managers wisely. Since a leader can’t avoid meetings, it remains a wise tool in all areas of leadership and Management. The second method is ‘reporting’. It is also a means of communication.it can be formal or informal. Conveyed in different ways, like power points, word, e-mail, letters, mobile call, skype conference and soon. The digital age has changed the way human beings have communicated for a long period of time. Now it is fast and cheap. The sender and receiver, a leader in our case, must concentrate on the important things.
This is what differentiated it to be an effective tool for executives. Following to this, an effective leader must make certain that there are a suitable ‘Job design and assignment and control (Malik,2006,p.272).’ This is essential at the beginning during recruiting and changing the position of employees. Every person should have a suitable job comparable to his level of authority, strength and know-how. It is the effective and efficient utilization of the human capital, time, resources and relatively other administrative costs incurred to facilitate the assignment. Proper utilization of this tool will increase the output and enhance the satisfaction of the people. Our next point of discussion is the ‘personal working method, (Malik,2006,p.283)’ of effective leaders. Its application may differ from person to person. But there are also common styles of people. This personal style affects the daily activities of individuals from home to work and from families and friends to internal and external colleagues. Its effect has a direct relationship with the growth and image of the company. A wise leader keeps his area of work clearly and organises everything properly. This keeps the goodwill of the business. Malik has said that the people should be awarded in the use of, Telephone or Mobile calls, use of the secretariat, internet, magazines, meetings,’etc.’ So far we have covered the 4 mechanisms of the above effective leadership wheel. In order to let them go properly, managers need to set a ‘budget,(Malik,2006,p,300)’. Though it is a tool itself, it makes the ‘cost-benefit’ analysis of the tasks and tools in order to go smoothly in the whole system. It helps managers to forecast for the future, to allocate resources now and to keep contingencies. A budget can vary depending on its return, priorities and importance.   Then a manager needs to assess the performance of the whole. It is at this point, where the objective control mechanisms measure the whole system. ‘Performance appraisal (Malik,2006,p.313)’ weights the individual basis, agreed on goals, additional activities and innovative contribution of the people. It is the task of leaders to identify the reality on the ground. On one side it is a feedback on the peoples’ contribution and on the other side, it evaluates the performance of the whole system. Malik has associated the last tool with the function of organs, ‘Systematic Waste disposal (Malik,2006,p.323)’. Like the living organisms or operations, companies and institutions need also to lose what is not working today and that could not be important tomorrow. This reinforces the effectiveness of the active organs. Throwing away? what is not useful could not affect the performance of the business, rather it strengthens the speed and agility of the whole system. Therefore, leaders who have these behaviours in common are said to be effective. The 3rd element from the wheel is ‘Principle of effective management, (Malik,2006,p.63).’ This governs the code of conduct in the environment. Malik has further justified the ‘principle’ into 6 behaviours. Namely: ‘Focusing on results, contribution to the whole, concentration on few things, utilizing strength, Trust and positive thinking (Malik,2006, p.72-146).’ Generally speaking, the above-mentioned principles,  should be cultivated as a core value and assumptions of the organisations. These are the rules that govern the organs in the whole system. And leaders are the role models to apply them correctly. If we go deep into their application, all of them are connected with each other.  It means if once a leader focused on the results, he will certainly concentrate on the most important sectors. To mobilize resources into the key concepts, he needs to participate all factors together. A profound engagement of the parts requires empowerment of the stakeholders in their strong side. To identify and analyse these differences a leader should have a positive attitude in all the employees. The collection response and action of these factors will build a strong trust in the whole system. And trust builds the image of the company. Additionally, there are two very important terms at the half circle of the wheel, ‘Managing the known and Managing the new (Malik,2006,p.338)’ It is obvious that there is a habitual action in companies, where employees come and do it daily. It could be their own task or standard customs. And of course, there could be new changes, developments, innovations and findings on the system. Both are inevitable and describe the terms respectively. Therefore, according to MALIK, the innovator of the predictable management,  a leader is said to be effective, if he/she fulfils the above characters. And the study pays more attention to this review. While directly or indirectly most of the patterns of an effective leader have been described by other practitioners and writers are included in the effective leadership wheel.