Q.1 Write a note on the managerial roles and skills.

ans-In the late 1960's Henry Mintzberg, a graduate student at MIT undertook a careful study of five executives to determice what those managers did on their jobs.. On the basis of his observations, Mintzberg classifies managerial roles into 3 categories 1. Interpersonal Roles 2. Decisional Roles 3. Informational Roles * Rational Decision-Making Model - The rational planning model is the process of realizing a problem, establishing and evaluating planning criteria, creating alternatives, implementing alternatives, and monitoring progress of the alternatives. It is used in designing neighborhoods, cities, and regions. The rational planning model is central in the development of modern urban planning and transportation planning. The very similar rational decision-making model, as it is called in organizational behavior is a process for making logically sound decisions.[1] This multi-step model and aims to be logical and follow the orderly path from problem identification through solution. * Scientific management - was a theory of management that analyzed and synthesized workflows. Its main objective was improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. Its development began with Frederick Winslow Taylor in the 1880s * Garbage can model - it transcends the perspectives of individual disciplines, integrating them on the basis of a common "code", or more exactly, on the basis of the formal apparatus provided by systems theory. The systems approach gives primacy to the interrelationships, not to the elements of the system. skill is the learned capacity to carry out pre-determined results often with the minimum outlay of time, energy, or both. Skills can often be divided into domain-general and domain-specific skills. For example, in the domain of work, some general skills would include time management, teamwork and leadership, self motivation and others,

whereas domain-specific skills would be useful only for a certain job. Skill usually requires certain environmental stimuli and situations to assess the level of skill being shown and used. Communication skills -communication has been directed at reading and writing skills that are used least in the workplace. Most have only one or two years in speech related courses and no formal training in listening. Workers who can express their ideas orally and who understands verbal instructions make fewer mistakes, adjust more easily to change, and more readily absorb new ideas than those who do not. Thus career development is enhanced by training in oral communication and listening because these skills contribute to an employee's success in all of the following areas: interviewing, making presentations at or conducting meetings; negotiating and resolving. Listening - As workers go up the corporate ladder, the listening time increases so that top managers spend as much as 65 percent of their day listening (Keefe, 1971). Because most people have had no training in this critical skill, poor listening habits cost hundreds of millions of dollars each year in productivity lost through misunderstandings and mistakes. At the rate of one $15 mistake per U.S. employee per year, the annual cost of poor listening would be more than a billion dollars. Problem-solving - Problem-solving skills include the ability to recognize and define problems, invent and implement solutions, and track and evaluate results. Creative thinking not only requires the ability to understand problem-solving techniques, but also to transcend logical and sequential thinking, making the leap to innovation. Motivation/goal setting - Motivation is the combination of desire, values, and beliefs that drives you to take action. These three motivating factors, and/or lack of them, are at the root of why people behave the way they do. Because you ultimately control your values, beliefs, and desires, you can influence your motivations. This means, if you consider something important and assign value to it, you are more likely to do the work it takes to attain the goal.

Negotiation and teamwork - Negotiation skills are critical for the effective functioning of teams as well as for individual acceptance in an organization. Change strategies are usually dependent upon the ability of employees to pull together and refocus on the new common goal. Carnevale wrote in a previous book that there are two ways to increase productivity. "The first is by increasing the intensity with which we utilize (human) resources (working harder), and the second is by increasing the efficiency with which we mix and use available resources (working smarter)." Leadership - At its most elementary level, leadership means that one person influences another. An organization that supports the concepts of shared leadership encourages employees at all levels to assume this role where it is appropriate. The function of leadership include stating basic values, announcing goals, organizing resources, reducing tensions between individuals, creating coalitions, coalescing workers, and encouraging better performance. Organizational - To be effective, employees need a sense of how the organization works and how the actions of each individual affect organizational and strategic objectives. Skill in determining the forces and factors that interfere with the organizations ability to accomplish its tasks can help the worker become a master problem solver, an innovator, and a team builder. Organizational effectiveness skills are the building blocks for leadership. A proactive approach toward increasing organizational effectiveness skills through training reflects the commitment to shared leadership concepts operating in the organization

Q.2 Explain the social learning theory in detail.

ans- Social learning theory is derived from the work of Albert Bandura which proposed that social learning occurred through four main stages of imitation: * close contact, * imitation of superiors, * understanding of concepts,

* role model behavior This theory incorporates aspects of behavioral and cognitive learning. Behavioral learning assumes that people's environment (surroundings) cause people to behave in certain ways. Cognitive learning presumes that psychological factors are important for influencing how one behaves. Social learning suggests a combination of environmental (social) and psychological factors influence behavior. Social learning theory outlines three requirements for people to learn and model behavior include attention: retention (remembering what one observed), reproduction (ability to reproduce the behavior), and motivation (good reason) to want to adopt the behavior. Julian Rotter moved away from theories based on psychosis and behaviorism, and developed a learning theory. In Social Learning and Clinical Psychology (1954), Rotter suggests that the effect of behavior has an impact on the motivation of people to engage in that specific behavior. People wish to avoid negative consequences, while desiring positive results or effects. If one expects a positive outcome from a behavior, or thinks there is a high probability of a positive outcome, then they will be more likely to engage in that behavior. The behavior is reinforced, with positive outcomes, leading a person to repeat the behavior.

Q.3 Explain the Big 5 model of personality.

ans- In contemporary psychology, the "Big Five" factors (or Five Factor Model; FFM) of personality are five broad domains or dimensions of personality which are used to describe human personality. The Big five factors are openness, conscientiousness, extraversion, agreeableness, and nuroticism (common acronyms are OCEAN, NEOAC, or CANOE). Openness is a general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience. The trait distinguishes imaginative people from down-to-earth, conventional people. People who are open to experience are intellectually curious, appreciative of art, and sensitive to beauty.

They tend to be, compared to closed people, more creative and more aware of their feelings. They are more likely to hold unconventional beliefs. Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for achievement against measures or outside expectations. The trait shows a preference for planned rather than spontaneous behavior. It influences the way in which we control, regulate, and direct our impulses. Extraversion is characterized by positive emotions, surgency, and the tendency to seek out stimulation and the company of others. The trait is marked by pronounced engagement with the external world. Extraverts enjoy being with people, and are often perceived as full of energy. They tend to be enthusiastic, action-oriented individuals who are likely to say "Yes!" or "Let's go!" to opportunities for excitement. In groups they like to talk, assert themselves, and draw attention to themselves, Agreeableness is a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. The trait reflects individual differences in general concern for social harmony. Agreeable individuals value getting along with others. They are generally considerate, friendly, generous, helpful, and willing to compromise their interests with others. Agreeable people also have an optimistic view of human nature. They believe people are basically honest, decent, and trustworthy. Neuroticism is the tendency to experience negative emotions, such as anger, anxiety, or depression. It is sometimes called emotional instability. Those who score high in neuroticism are emotionally reactive and vulnerable to stress. They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult. Their negative emotional reactions tend to persist for unusually long periods of time, which means they are often in a bad mood.

Q.4 What are the different factors influencing perception?

ans - factors influencing perception 1. Individual influences concern qualities that employees bring to the 2. organization, expectations they have acquired, and behaviors they enact within organizations. [edit] Preference to avoid conflict Preference to avoid conflict Roberto (2005) claims that employees may have a preference for avoiding conflict. Therefore, they find confrontation in a public setting uncomfortable. Individual's sense of powerlessness and senses of right and wrong are contributing factors (Kassing & Avtgis, 1999). [edit] Verbal aggressiveness and argumentativeness Verbal aggressiveness and argumentativeness Kassing and Avtgis (1999) demonstrated that an individual's verbal aggressiveness and argumentativeness influence the manner in which an individual will approach expressing dissent. Verbal aggressiveness involves attacking another person's self concept. This may include character attacks, competence attacks, ridicule, and threats. Argumentativeness, on the other hand, is when an individual argues about controversial issues. 2. Organizational influences Organizational norms Once an employee joins an organization, it is through assimilation that they learn the norms of the organization. Perlow (2003) states that organizations placing "high value on being polite and avoiding confrontation" can cause employees to be uncomfortable expressing their differences. Employees make assessments about motives and restraints when others dissent and use this knowledge to inform their own decisions about when and how to use dissent Organizational identification and workplace freedom of speech has an effect on an individual's choice of expressing dissent (Kassing, 2000). If an individual highly identifies himself or herself with the organization, they are more likely to use the dissent strategy that mirrors the organization's values. If the organization demonstrates it values dissent and promotes workplace freedom of speech, the

highly identified employee will demonstrate articulate dissent. 3.Relational influences Relational influences include the types and qualities of relationships people maintain within their organization. Employee relationships - Employees develop and maintain various relationships within organizations. These relationships can influence the choices employees make about expressing dissent. Employees may feel uncomfortable voicing their dissenting opinions in the presence of others because they feel the best way to preserve relationships is to keep quiet. Homogenous groups also place pressure on individuals to conform. Superiorsubordinate relationship - The superiorsubordinate relationship is an important relational factor. Employees who perceive they have a higher-quality relationship with their supervisors are more often to use articulated dissent. They feel their supervisors respect their opinions and that they have mutual influence and persuasion over the outcome of organizational decisions.

Q.5 Write a note on contemporary work cohort.

ans - In Europe, the term "contemporary" may well be applied to the history since the Democratizing Revolutions of Eastern Europe in 1989. While the Cold War is undoubtedly of great relevance in contemporary European politics and society (especially in postcommunist eastern European countries), the influence of the world wars have been rapidly declining since the start of the European integration process and after the revolutions of 1989 and the dissolution of the Soviet Union. While there have been significant scientific and humanitarian achievements during the era, the contemporary era has also seen significant political progress, not so much in what has been originated as by what has been developed. More than most periods of like duration, it is the direct

consummation of the years immediately preceding. It differs from them as the harvest differs from the seed-time. Contemporary History of the World,

Q.6 What are the special issues in motivation? Discuss

ans - Motivation is the driving force by which we achieve our goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, Herzberg's two-factor theory - Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction.The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between: * Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and * Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction). Need hierarchy theory Maslow's hierarchy of needs The content theory includes the hierarchy of needs from Maslow and

the two- factor theory from Herzberg.[8] Abraham Maslow's theory is one of the most widely discussed theories of motivation. The American motivation psychologist Abraham H. Maslow developed the Hierarchy of needs consistent of ve hierarchic classified classes, which shows the complexity of human requirements. Maslow says that first of all the basic requirements have to be settled, before higher requirements show to advantage in stages. The basic requirements build the first step in his pyramid. They decide about to be or not to be. If there is any deficit on this level, so the whole behavior of a human will be oriented to this to satisfy it. Subsequently we do have the second level, which awake a need for security. This is based on the needs that are to remain satisfied in the future. Only after securing the means of existence, the motives shift in the social sphere, which form the third stage. Psychological requirements consist to the fourth level, while the top of the hierarchy comprise the self- realization. Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.