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Jan 2011

Master of Business Administration-MBA Semester 1 MB0038 – Management Process and Organization Behavior - 4 Credits (Book ID: B1127) Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions. Q.1 Write a note on the managerial roles and skills. [10] [10] Answer: 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

Liaison – liasoning with external bodies and public relations activities. Disseminator Spokesperson for complete Answer visit www. Interpersonal roles can be categorized under three sub-headings: a. etc. This is supportive role for informational and decisional roles. serves as expert on organization’s industry. and monetary resources d. actions. obliged to Greeting visitors. or any other stakeholders 3. Decisional Management Skills: Katz (1974) has identified three essential management skills: technical. Resource allocators – allocating human. human.studenthelp. results. Disturbance handlers – taking corrective action to cope with adverse situation c. policies. duties of a legal or social nature. physical. . Negotiator – negotiating with trade unions. outsiders on organization’s giving information of the plans. media. motivating etc. Table : Mintzberg’s Managerial Roles Role Interpersonal Figurehead Description Identifiable Activities signing Symbolic head. Interpersonal roles: This role involves activities with people working in the organization. Figurehead – Ceremonial and symbolic role b. c.. perform a number of routine legal documents. Leadership – leading organization in terms of recruiting. and Transmits information to Holding board meetings.

All jobs require some specialized expertise. and on later occasions this coded information serves as a guide for action. The ability to store information is also an important part of the learning process. it is required to pay attention. Retention processes – A model‟s influence will depend on how well the individual remembers the model‟s action after the it is no longer readily available. but “Learning would be exceedingly laborious. attitudes. Anything that detracts the attention is going to have a negative effect on observational learning. and emotional reactions of others. In order to learn. Fortunately. Human Skill: for complete Answer visit www. behavioral. most human behavior is learned observationally through modeling: from observing others one forms an idea of how new behaviors are performed.studenthelp.2 Explain the social learning theory in Q. According to Bandura (1977). [10] Answer: The social learning theory was proposed by Bandura. Vocational and on-the-job training programs can be used to develop this type of skill. if people had to rely solely on the effects of their own actions to inform them what to . Retention can be affected by a number of factors. 2. If the is model interesting or there is a novel aspect to the situation. Social learning theory explains human behavior in terms of continuous reciprocal interaction between cognitive. it is more likely to dedicate the full attention to learning.” for complete Answer visit www.studenthelp. most human behavior is learned observationally through modeling: from observing others one forms an idea of how new behaviors are performed. not to mention hazardous.Technical skills: The ability is to apply specialized knowledge or expertise. and environmental influences. Attention processes – People learn from a model only when they recognize and pay attention to its critical features. and many people develop their technical skills on the job. Social learning has four processes: 1. and on later occasions this coded information serves as a guide for action. It recognizes the importance of observing and modeling the behaviors.

High agreeableness people – cooperative.g. generous. for complete Answer visit www. friendly. • I make people feel at ease. They are therefore considerate. Comfort level with relationships. and trustworthy. Agreeable people also have an optimistic view of human nature. (reversed) • I am not really interested in others. • I talk to a lot of different people at parties. 1990. • I don't mind being the centre of attention. Introverts tend to be reserved.3 Explain the Big 5 model of personality. • I take time out for Sample Extraversion items • I am the life of the party. helpful. [10] Answer: The big five model Many researchers argue that five basic dimensions underlie all other personality dimensions (e. • I have a soft heart. (reversed) • I have little to say. McCrae and Costa. • I sympathize with others feelings. timid. (reversed) • I insult people. (reversed) • I keep in the background. (reversed) • I feel little concern for others. and willing to compromise their interests with others. assertive. and sociable. disagreeable. • I feel comfortable around people. (reversed) b. (reversed) • I don't like to draw attention to myself.studenthelp. • I am interested in people. and quiet. Digman. (reversed) • I don't talk a lot. warm. and trusting. • I feel others emotions. (reversed) . Agreeableness. • I start conversations.Q. • I am not interested in other people‘s problems. Agreeable individuals value getting along with others. They believe people are basically honest. decent. 2. Agreeableness Agreeableness reflects individual differences in concern with cooperation and social harmony. • I am quiet around strangers. Individual‘s propensity to defer to others. Extraversion. Low agreeableness people – cold. Extraverts tend to be gregarious. and antagonistic. The five basic dimensions are: 1. 1997).

5 Write a note on contemporary work Q. Characteristics of the Perceiver: for complete Answer visit www. ii) In the object or target being perceived or iii) In the context of the situation in which the perception is made. Through the perceptual Q. we gain information about properties and elements of the environment that are critical to our survival.4 What are the different factors influencing perception? [10] [10] Answer: Factors Influencing Perception : Perception is our sensory experience of the world around us and involves both the recognition of environmental stimuli and actions in response to these stimuli. but tend to reflect the societal values of the period in which they grew up. workforce has been segmented by the era they entered the workforce. The cohorts and the respective values have been listed below: . A number of factors operate to shape and sometimes distort perception. [10] Answer: Contemporary Work Cohort Robbins (2003) has proposed Contemporary Work Cohort. 1.studenthelp.S. in which the unique value of different cohorts is that the U.studenthelp. it allows us to act within our environment. These factors can reside: i) In the perceiver.for complete Answer visit www. Perception not only creates our experience of the world around us. Individual’s values differ.

but gave a high emphasis on achievement and material success • Organizations who employed them were vehicles for their careers • Terminal values: sense of accomplishment and social recognition 3. the Vietnam War. life options. and achievement of job satisfaction • Family and relationships were important and enjoyed team-oriented work • Money was important. and pleasure 4. but are highly self-reliant • Terminal values: freedom and comfortable life Q. They exhibited the following value orientations: They were influenced by the Great Depression and World War II • Believed in hard work • Tended to be loyal to their employer • Terminal values: Comfortable life and family security 2. Some of them are explained below: 1. the Beatles. AIDS. but would trade off for increased leisure time • Less willing to make personal sacrifices for employers than previous generations • Terminal values: true friendship. • Grew up in prosperous times. Nexters – most recent entrants into the workforce. The needs of women. Boomers – Employees who entered the workforce during the 1960s through the mid1980s belonged to this category. and confident in their ability to succeed • Never-ending search for ideal job. Their value orientations were: • Influenced heavily by John F. Motivating the Diversified Work Force: Not everyone is motivated by money. physically disabled and other diverse groups are not the same. two-career parents. the civil rights and feminist movements. and baby-boom competition • Distrusted authority. you have got to understand and respond to this diversity. see nothing wrong with jobhopping • Seek financial success • Enjoy team work. have high expectation. MTV.6 What are the special issues in motivation? Discuss Answer: Some of the special issues in motivation are : Various groups of employees provide specific challenges in terms of motivation.1. believe in themselves. Xers – began to enter the workforce from the mid-1980s. Kennedy. . They cherished the following values: • Shaped by globalization. and computers • Value flexibility. If you are going to maximize your employees' motivation. happiness. Veterans – Workers who entered the workforce from the early 1940s through the early 1960s.

to reflect the employees' varied needs.This can be done in the following ways: i) We should be ready to design work schedules. flexible work hours and job sharing for employees with family responsibilities.providing them flexible leave possibilities to enable them to go home for extensive periods. compensation plans. 2..studenthelp. and physical work **************** . iii) Offering employees facilities like childcare. Motivating Temporary Workers: for complete Answer visit www. etc. ii) Allowing employees who are going for further training to colleges to vary their work schedule. benefits. iv) For employees coming from other states /countries.