SKYLINE BUSINESS SCHOOL Assignment of Management Development Faculty: Mr.

Rajiv Jaiswal Subject Code BB0031

Submitted by: Rajat Suri BBA L3S2 520771334
Q.1 Explain Different Managerial roles in detail.

1) Managerial Roles According to Mintzberg (1973), managerial roles are as follows: 1. Informational roles 2. Decisional roles 3. Interpersonal roles 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: • Monitor-collecting information from organizations, both from inside and outside of theorganization • Disseminator-communicating members • Spokesperson-representing the organization to outsiders 1. FIGURE HEAD ROLE 2. LEADER ROLE 3. LISON ROLE FIGURE HEAD ROLE: acts as legal and symbolic head; performs obligatory social, ceremonial or Legal duties. hosts retirement dinners, luncheons for employees, and plant Dedications; attend civic affaires; signs contracts on behalf of firm. information to organizational


LEADER ROLE: motivations, develops and guides subordinates; oversees staffing, training, and Associated activities {introduces management by objectives [MBO], develops a Challenging work climate, provides a sense of direction, acts as a role model}.

LIAISON ROLE: maintains a network of contacts and information sources out side the top management In order to obtain information and assistance {meets with key people from the task

Environment, meets formally and informally with corporate division managers and the CEOs of other firms} 2. Decisional roles: It involves decision making. Again, this role can be subdivided into the following: • • • • Entrepreneur-initiating performance Disturbance handlers-taking corrective action to cope with adverse situation Resource allocators-allocating human, physical, and monetary resources Negotiator stakeholders 1. MONITOR ROLE 2. DISSEMINATOR ROLE 3. SPOKES MEN ROLE MONITOR ROLE: seeks and obtain information in order to understand the corporation and its Environments; acts as the nerve centre for the corporation (reviews status reports From vice-president, reviews key indicators of corporate performance, scans wall Street journal and key trade journals, joins select clubs and societies). DISSEMINATOR ROLE: transmits information to the rest of the top management team and other Key people in the corporation {chairs staff meetings, transmits policy letters, Communicates five year plans}. negotiating with trade unions, or any other new ideas to improve organizational

SPOKES MEN ROLE: transmits information to key groups and people in the task environment {prepares annual report to stock holders, talks to the chamber of commerce, States corporate policy to the media, participates in advertising campaigns, Speaks before congressional committees}. Interpersonal roles : This role involves activities with people working in the organization. This is supportive role for informational and decisional roles. Interpersonal roles can be categorized under three subheadings: • •


Figurehead-Ceremonial and symbolic role Leadership-leading organization in terms of recruiting, motivating etc. Liaison-lessoning with external bodies and public relations activities.

1. ENTREPRENEUR ROLE 2. DISTURBANCE HANDLER ROLE 3. RESOURCE ALLOCATOR ROLE 4. NEGOTIATOR ROLE ENTREPRENEUR ROLE: searches the corporation and its environment for projects to improve of Products, processes, and structure; cost then supervises the design and Implementation programmers, Makes plant trip to division, changes forecasting system, brings in subcontract-Act work to level the workload, reorganizes the corporation}. DISTURBANCE HANDLER ROLE: takes corrective action in times of disturbance or crisis. {Personally talks key creditors, interest groups, congressional committees, union leaders; establishes investigative these projects.{introduces reduction







RESOURCE ALLOCATOR ROLE: allocates corporate resources by making and /or approving decisions {reviews budgets, revises programme, scheduling, initiates strategic planning, plans personal load, and sets objectives.} NEGOTIATOR: represents the corporation in negotiating important agreements; may speak directly with key representatives of groups in the task environment or work through a negotiator; negotiates disagreements with in the corporation by working with conflicting division heads {works with labor as negotiator; resolves disputes, negotiates with creditors, suppliers and creditors}

Q.2 Discuss the 14 principles of Fayol. PRINCIPLES OF MANAGEMENT Principles may be defined as fundamentals statement of basic truth that provides a guide to thought and action. Principles of management originate and grow as a result of past experience and accomplishments. HENRI FAYOL (1841-1925)

A French mining engineer developed 14 principles of management based on his management experience. He pioneers in the field of management education. He has been rightly called as “father of management process school. He was first person who laid emphasis on the process of management.

• •

1. Division of work• There is an efficient result in the operational level when tasks are

distributed qualified and competent workers, or when people do specialize. 2. Authority•


With formal authority, managers have the right to command, and give orders to their subordinates.

3. Discipline• Members in any organization have to respect the rules and agreements governing it. Respect and obedience to rules is embodied in the conduct of good life and discipline. 4. Unity of Command• Employees must receive instruction only from one person. Reporting to more than one manager results to conflicts in instruction and confusion of authority. 5. Unity of Direction• Operations within any organization having the same objective must be directed by only one manager using one plan. In a department for example, • There should not be different policy to follow. 6. Subordination-of the Individual Interest to General interest• Individual interest must be subordinate to general interest when there is conflict between the two. The agreement between the employers and the employees should be fair and there should be constant vigilance and supervision. 7. Remuneration• Compensation for work done should be fair to both employees and employers. 8. Centralization• We have this approach by decreasing the role of subordinates in decision making. Managers should retain their final responsibility; while at the same time give their subordinates enough authority to do their jobs properly. two or more supervisors, each having

9. Scalar chain• The line of authority in any organization turns in the order of rank from top lowest level of the enterprise. 10. Order• • • Either material or human resources should be in the right place at the right time. People should be in the jobs or positions they are suited to. Equity is combination of justice and kindness. Equity in treatment and behavior is liked by everyone and it brings loyalty in the organization. This brings cordial relation between the management and labor. 12. Stability of Staff• • • Employees work better if job security and career progress are assured to them. A high employee turnover rate will affect the organization Managers should encourage their employees for taking initiative within limits of authority and discipline. Initiative increases the zeal and energy on the part of human beings. Fayols describes initiative as one of the keenest satisfactions for an intelligent man to experience. 14. Esprit de Corps•

management to the

11. Equity-

13. Initiative-

Teamwork is fundamentally important to an organization. Work teams and extensive face to face verbal communication encourages team work.

Q.3 Mr. Narayan is Senior Manager HR with BrightShine Paints. He wants to develop a system which helps in drafting the plans, achieving them .It shall also help in improving the communication between the superior and subordinates. Suggest a technique which may help to achieve this. Explain the technique in detail. Mr. Narayan can use the Management by Objective (MBO) Technique: MBO relies on the defining of objectives for each employee and then to compare and to direct their performance against the objectives which have been set. It aims to increase the performance of the organization by matching organizational goals with the objectives of subordinates throughout the organization. Ideally, employees receive strong input to identify their objectives, time lines for completion, etc. MBO includes continuous tracking of the processes and providing feedback to reach the objectives. Peter Drucker Management by Objectives was first outlined by Peter Drucker in 1954 in his book 'The practice of Management'. According to Drucker managers should avoid 'the activity trap', getting so involved in their day to day activities that they forget their main purpose or objective. One of the concepts of MBO was that instead of just a few top-managers, all managers of a firm should participate in the strategic planning process, in order to improve the implement ability of the plan. Another concept of .

Management by Objectives was, that managers should implement a range of performance systems, which are designed to help the organization to function well. Clearly, Management by Objectives can thus be seen as a predecessor of Value Based Management.

Four Operating Principles of M.B.O. 1.Unity of managerial action is more likely to occur when there is pursuit of a common objective-In the incident command system the incident commander sets the goals and objectives to be accomplished. 2.The greater the focus on results one wants to achieve the greater the likelihood of achieving them-In the incident command system, we ensure focus as the objectives are reviewed every 12 hours as we develop the new action plan. 3) The greater the participation in setting meaningful work with an accountability for a result, the greater the motivation for completing it. Every objective is directly connected with a person who is responsible 4) Progress can only be measured in terms of what one is trying to make progress towards-The work objectives developed on the 204 form are the expectations of work to be accomplished.

M.B.O. Stage Process • • • • • • • • • • • Defining objectives Analyzing Setting standards Setting objectives Aligning targets Establishing the system Set down the mission statement-policy maker and fire chief Discover the goals that fit the mission statement-fire chief and deputy fire chiefs Set the objectives to accomplish the goals-deputy fire chief and division commanders Implement the objectives Controlling and reporting status of the objectives-planning process every Advantages Of MBO
• • • • • •



Helps and increases employees motivation. Managers are more likely to compete with other manager. It reduces conflicts and ambiguity. It leads to good Planning. Identify problems. Develop leadership qualities. Targeted Planning Participation and Collaboration Motivation Efficient Communication Training and Development Performance and Appraisal

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Features Of MBO

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It is not only a technique but also a philosophy Setting objectives Provides evaluation and mechanism Creates linkage between organizational goals and individual goals Rewards are governed by the results achieved Continuous process

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