18688908 Management Process And Organizational Behaviour[1]
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Name Johnson Kurien.
: Benoy
Subject Process and
: Management Organizatio
nal Behaviour.
Date of Submission
Assignment no.
: 14th August 2007.
: MB0022.
Management Process and Organizational Behavior- MB0022 1. Explain the managerial roles and managerial skills. Managerial Roles : According to mintzberg (1973), managerial roles are as follows : 1. Informational roles 2. Decisional roles 3. Interpersonal roles
1. INFORMATIONAL ROLES : This involves the role of assimilating and disseminating information as and when required. Following are the main sub-roles, which managers often perform: a. Monitor- Collecting information from organizations, both from inside and outside of the organization. b. Disseminator- Communicating information to organizational members.
c. Spokesperson- Representing the organization to outsiders. 2.
DECISIONAL ROLES : It involves decision making. Again, this role can be sub-divided in to the following: a. Entrepreneur- Initiating new ideas to improve organizational performance. b. Disturbance handlers- Taking corrective actions to cope with adverse situations. c. Resource allocators- Allocating human, physical, and monetary resources. d. Negotiator- Negotiating with trade unions, or any other stakeholders. INTERPRESONAL ROLES : This role
3.
involves activities with people working in the organization. This is supportive role for informational and decisional roles. Interpersonal roles can be categorized under three sub-headings: a. Figurehead- Ceremonial and symbolic role. b. Leadership- Leading organizations in terms of recruiting, motivating etc. c. Liaison- Liasoning with external bodies and public relations activities.
Management Skills
Katz (1974) has identifies three essential management skills: technical, human, and conceptual. TECHNICAL SKILLS: The ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and on-the-job training programs can be used to develop this type of skill HUMAN SKILLS : This is the ability to work with, understand and motivate other people (both individually and group). This requires sensitivity towards other issues and concerns. People, who are proficient in technical skills, but not with interpersonal skills, may face difficulties to manage their subordinates. To acquire the Human Skills, it is pertinent to recognize the feelings and sentiments of others, ability to motivate others even in adverse situation, and communicate own feelings to others in a positive inspiring way. CONCEPTUAL SKILLS: This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available options.
2. Describe the contemporary work cohort. Robbins (2003) has proposed contemporary work cohort, in which the unique value of different cohort is
that the U.S. workforce has been segmented by the era they entered the workforce. Individuals’ values differ, but tend to reflect the societal values of the period in which they grew up. The cohorts and the respected values have been listed below: 1.
Veterans- Workers who entered the workforce in the early 1940s through the early 1960s. They exhibited the following value orientations: They were influences by the Great Depression and the World War ll 1. Believed in hard work 2. Tended to be loyal to their employer 3. Terminal values: Comfortable life and family security
2. Boomers- Employees who entered the workforce in the 1960s through the mid 1980s belonged to this category. Their value orientations were: 1. Influenced heavily by John F. Kennedy, the civil rights and feminist movements, the Beatles, the Vietnam War, and baby-boom competition. 2. Distrusted authority, but gave a high emphasis on the achievements and material success. 3. Organizations who employed them were vehicles for their careers. 4. Terminal values: sense of accomplishment and the social recognition.
: Benoy
Subject Process and
: Management Organizatio
nal Behaviour.
Date of Submission
Assignment no.
: 14th August 2007.
: MB0022.
Management Process and Organizational Behavior- MB0022 1. Explain the managerial roles and managerial skills. Managerial Roles : According to mintzberg (1973), managerial roles are as follows : 1. Informational roles 2. Decisional roles 3. Interpersonal roles
1. INFORMATIONAL ROLES : This involves the role of assimilating and disseminating information as and when required. Following are the main sub-roles, which managers often perform: a. Monitor- Collecting information from organizations, both from inside and outside of the organization. b. Disseminator- Communicating information to organizational members.
c. Spokesperson- Representing the organization to outsiders. 2.
DECISIONAL ROLES : It involves decision making. Again, this role can be sub-divided in to the following: a. Entrepreneur- Initiating new ideas to improve organizational performance. b. Disturbance handlers- Taking corrective actions to cope with adverse situations. c. Resource allocators- Allocating human, physical, and monetary resources. d. Negotiator- Negotiating with trade unions, or any other stakeholders. INTERPRESONAL ROLES : This role
3.
involves activities with people working in the organization. This is supportive role for informational and decisional roles. Interpersonal roles can be categorized under three sub-headings: a. Figurehead- Ceremonial and symbolic role. b. Leadership- Leading organizations in terms of recruiting, motivating etc. c. Liaison- Liasoning with external bodies and public relations activities.
Management Skills
Katz (1974) has identifies three essential management skills: technical, human, and conceptual. TECHNICAL SKILLS: The ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Vocational and on-the-job training programs can be used to develop this type of skill HUMAN SKILLS : This is the ability to work with, understand and motivate other people (both individually and group). This requires sensitivity towards other issues and concerns. People, who are proficient in technical skills, but not with interpersonal skills, may face difficulties to manage their subordinates. To acquire the Human Skills, it is pertinent to recognize the feelings and sentiments of others, ability to motivate others even in adverse situation, and communicate own feelings to others in a positive inspiring way. CONCEPTUAL SKILLS: This is an ability to critically analyze, diagnose a situation and forward a feasible solution. It requires creative thinking, generating options and choosing the best available options.
2. Describe the contemporary work cohort. Robbins (2003) has proposed contemporary work cohort, in which the unique value of different cohort is
that the U.S. workforce has been segmented by the era they entered the workforce. Individuals’ values differ, but tend to reflect the societal values of the period in which they grew up. The cohorts and the respected values have been listed below: 1.
Veterans- Workers who entered the workforce in the early 1940s through the early 1960s. They exhibited the following value orientations: They were influences by the Great Depression and the World War ll 1. Believed in hard work 2. Tended to be loyal to their employer 3. Terminal values: Comfortable life and family security
2. Boomers- Employees who entered the workforce in the 1960s through the mid 1980s belonged to this category. Their value orientations were: 1. Influenced heavily by John F. Kennedy, the civil rights and feminist movements, the Beatles, the Vietnam War, and baby-boom competition. 2. Distrusted authority, but gave a high emphasis on the achievements and material success. 3. Organizations who employed them were vehicles for their careers. 4. Terminal values: sense of accomplishment and the social recognition.
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