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

ans-In the late 1960's Henry Mintzberg, a graduate student at MITundertook a careful study of five executives to determice what thosemanagers did on their jobs.. On the basis of his observations,

Mintzberg classifies managerial roles into 3 categories1. Interpersonal Roles2. Decisional Roles3. Informational Roles

* Rational Decision-Making Model - The rational planning model isthe process of realizing a problem, establishing and evaluatingplanning criteria, creating alternatives, implementing alternatives, andmonitoring progress of the alternatives. It is used in designing

neighborhoods, cities, and regions. The rational planning model iscentral in the development of modern urban planning andtransportation planning. The very similar rational decision-makingmodel, as it is called in organizational behavior is a process formaking logically sound decisions.[1] This multi-step model and aimsto be logical and follow the orderly path from problem identificationthrough solution.

* Scientific management - was a theory of management thatanalyzed and synthesized workflows. Its main objective wasimproving economic efficiency, especially labor productivity. It wasone of the earliest attempts to apply science to the engineering ofprocesses and to management. Its development began withFrederick Winslow Taylor in the 1880s

* Garbage can model - it transcends the perspectives of individualdisciplines, integrating them on the basis of a common "code", ormore exactly, on the basis of the formal apparatus provided bysystems theory. The systems approach gives primacy to theinterrelationships, not to the elements of the system.

skill is the learned capacity to carry out pre-determined results oftenwith the minimum outlay of time, energy, or both. Skills can often bedivided into domain-general and domain-specific skills. For example,in the domain of work, some general skills would include timemanagement, teamwork and leadership, self motivation and others,


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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 readingand writing skills that are used least in the workplace. Most have onlyone or two years in speech related courses and no formal training inlistening. Workers who can express their ideas orally and whounderstands verbal instructions make fewer mistakes, adjust moreeasily to change, and more readily absorb new ideas than those whodo not. Thus career development is enhanced by training in oralcommunication and listening because these skills contribute to an

employee's success in all of the following areas: interviewing, makingpresentations at or conducting meetings; negotiating and resolving.

Listening - As workers go up the corporate ladder, the listening timeincreases so that top managers spend as much as 65 percent of theirday listening (Keefe, 1971). Because most people have had notraining in this critical skill, poor listening habits cost hundreds ofmillions of dollars each year in productivity lost throughmisunderstandings and mistakes. At the rate of one $15 mistake per

U.S. employee per year, the annual cost of poor listening would bemore than a billion dollars.

Problem-solving - Problem-solving skills include the ability torecognize and define problems, invent and implement solutions, andtrack and evaluate results. Creative thinking not only requires theability to understand problem-solving techniques, but also totranscend logical and sequential thinking, making the leap toinnovation.

Motivation/goal setting - Motivation is the combination of desire,values, and beliefs that drives you to take action. These threemotivating factors, and/or lack of them, are at the root of why peoplebehave 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 aremore likely to do the work it takes to attain the goal.


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Negotiation and teamwork - Negotiation skills are critical for theeffective functioning of teams as well as for individual acceptance in

an organization. Change strategies are usually dependent upon theability of employees to pull together and refocus on the new commongoal. Carnevale wrote in a previous book that there are two ways toincrease productivity. "The first is by increasing the intensity withwhich we utilize (human) resources (working harder), and the secondis by increasing the efficiency with which we mix and use availableresources (working smarter)."

Leadership - At its most elementary level, leadership means that oneperson influences another. An organization that supports the

concepts of shared leadership encourages employees at all levels toassume this role where it is appropriate. The function of leadershipinclude stating basic values, announcing goals, organizing resources,reducing tensions between individuals, creating coalitions, coalescingworkers, and encouraging better performance.

Organizational - To be effective, employees need a sense of howthe organization works and how the actions of each individual affectorganizational and strategic objectives. Skill in determining the forces

and factors that interfere with the organizations ability to accomplishits tasks can help the worker become a master problem solver, aninnovator, and a team builder. Organizational effectiveness skills arethe building blocks for leadership. A proactive approach towardincreasing organizational effectiveness skills through training reflectsthe commitment to shared leadership concepts operating in theorganization

Q.2 Explain the social learning theory in detail.

ans- Social learning theory is derived from the work of Albert Bandurawhich proposed that social learning occurred through four mainstages of imitation:

* close contact,* imitation of superiors,* understanding of concepts,


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* 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. Cognitivelearning presumes that psychological factors are important forinfluencing how one behaves. Social learning suggests a combinationof environmental (social) and psychological factors influencebehavior. Social learning theory outlines three requirements forpeople to learn and model behavior include attention: retention(remembering what one observed), reproduction (ability to reproducethe 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 learningtheory. In Social Learning and Clinical Psychology (1954), Rottersuggests that the effect of behavior has an impact on the motivationof people to engage in that specific behavior. People wish to avoidnegative consequences, while desiring positive results or effects. Ifone expects a positive outcome from a behavior, or thinks there is ahigh probability of a positive outcome, then they will be more likely to

engage in that behavior. The behavior is reinforced, with positiveoutcomes, 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 ordimensions of personality which are used to describe humanpersonality.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. Thetrait distinguishes imaginative people from down-to-earth,conventional people. People who are open to experience areintellectually curious, appreciative of art, and sensitive to beauty.


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They tend to be, compared to closed people, more creative and moreaware 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 spontaneousbehavior. It influences the way in which we control, regulate, anddirect our impulses.

Extraversion is characterized by positive emotions, surgency, and thetendency to seek out stimulation and the company of others. The traitis marked by pronounced engagement with the external world.

Extraverts enjoy being with people, and are often perceived as full ofenergy. They tend to be enthusiastic, action-oriented individuals whoare likely to say "Yes!" or "Let's go!" to opportunities for excitement. Ingroups they like to talk, assert themselves, and draw attention tothemselves,

Agreeableness is a tendency to be compassionate and cooperativerather than suspicious and antagonistic towards others. The traitreflects individual differences in general concern for social harmony.

Agreeable individuals value getting along with others. They aregenerally considerate, friendly, generous, helpful, and willing tocompromise their interests with others. Agreeable people also havean optimistic view of human nature. They believe people are basicallyhonest, decent, and trustworthy.

Neuroticism is the tendency to experience negative emotions, suchas anger, anxiety, or depression. It is sometimes called emotionalinstability. Those who score high in neuroticism are emotionallyreactive and vulnerable to stress. They are more likely to interpret

ordinary situations as threatening, and minor frustrations ashopelessly difficult. Their negative emotional reactions tend to persistfor unusually long periods of time, which means they are often in abad mood.

Q.4 What are the different factors influencing perception?


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ans - factors influencing perception1. Individual influences concern qualities that employees bring to

the2. organization, expectations they have acquired, and behaviors

they enact within organizations.[edit] Preference to avoid conflict

Preference to avoid conflict Roberto (2005) claims that employeesmay have a preference for avoiding conflict. Therefore, they findconfrontation in a public setting uncomfortable. Individual's sense ofpowerlessness 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 andargumentativeness influence the manner in which an individual willapproach expressing dissent. Verbal aggressiveness involvesattacking another person's self concept. This may include characterattacks, competence attacks, ridicule, and threats.Argumentativeness, on the other hand, is when an individual arguesabout controversial issues.

2. Organizational influences

Organizational norms Once an employee joins an organization, it isthrough assimilation that they learn the norms of the organization.Perlow (2003) states that organizations placing "high value on beingpolite and avoiding confrontation" can cause employees to beuncomfortable expressing their differences. Employees makeassessments about motives and restraints when others dissent anduse this knowledge to inform their own decisions about when andhow to use dissent

Organizational identification and workplace freedom of speech has aneffect on an individual's choice of expressing dissent (Kassing, 2000).If an individual highly identifies himself or herself with theorganization, they are more likely to use the dissent strategy thatmirrors the organization's values. If the organization demonstrates itvalues dissent and promotes workplace freedom of speech, the


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highly identified employee will demonstrate articulate dissent.

3.Relational influencesRelational influences include the types and qualities of relationshipspeople maintain within their organization.

Employee relationships - Employees develop and maintain variousrelationships within organizations. These relationships can influencethe choices employees make about expressing dissent. Employeesmay feel uncomfortable voicing their dissenting opinions in thepresence of others because they feel the best way to preserverelationships is to keep quiet. Homogenous groups also placepressure on individuals to conform.

Superiorsubordinate relationship - The superiorsubordinaterelationship is an important relational factor. Employees who perceivethey have a higher-quality relationship with their supervisors are moreoften to use articulated dissent. They feel their supervisors respecttheir opinions and that they have mutual influence and persuasionover 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 thehistory since the Democratizing Revolutions of Eastern Europe in1989. While the Cold War is undoubtedly of great relevance incontemporary European politics and society (especially in post-communist eastern European countries), the influence of the worldwars have been rapidly declining since the start of the Europeanintegration process and after the revolutions of 1989 and thedissolution of the Soviet Union.

While there have been significantscientific and humanitarian achievements during the era, thecontemporary era has also seen significant political progress, not somuch in what has been originated as by what has been developed.

More than most periods of like duration, it is the direct


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consummation of the years immediately preceding. It differs fromthem 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 generallyused for humans but it can also be used to describe the causes foranimal behavior as well. This article refers to human motivation.According to various theories, motivation may be rooted in a basicneed to minimize physical pain and maximize pleasure, or it mayinclude specific needs such as eating and resting, or a desired object,

goal, state of being, ideal, or it may be attributed to less-apparentreasons such as altruism,

Herzberg's two-factor theory - Frederick Herzberg's two-factor theory,a.k.a. intrinsic/extrinsic motivation, concludes that certain factors inthe workplace result in job satisfaction, but if absent, they don't leadto dissatisfaction but no satisfaction.The factors that motivate peoplecan change over their lifetime, but "respect for me as a person" is oneof 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 fringebenefits) that do not motivate if present, but, if absent, result indemotivation.The name Hygiene factors is used because, like hygiene, thepresence will not make you healthier, but absence can cause healthdeterioration.The theory is sometimes called the "Motivator-Hygiene Theory"

and/or "The Dual Structure Theory."Herzberg's theory has found application in such occupational fieldsas information systems and in studies of user satisfaction (seeComputer user satisfaction).

Need hierarchy theory Maslow's hierarchy of needsThe content theory includes the hierarchy of needs from Maslow and


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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. Maslowdeveloped the Hierarchy of needs consistent of ve hierarchicclassified classes, which shows the complexity of humanrequirements. Maslow says that first of all the basic requirementshave to be settled, before higher requirements show to advantage instages. 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 thislevel, so the whole behavior of a human will be oriented to this tosatisfy it. Subsequently we do have the second level, which awake aneed for security. This is based on the needs that are to remain

satisfied in the future. Only after securing the means of existence, themotives shift in the social sphere, which form the third stage.Psychological requirements consist to the fourth level, while the top ofthe hierarchy comprise the self- realization.

Self-determination theory, developed by Edward Deci and RichardRyan, focuses on the importance of intrinsic motivation in drivinghuman behavior. Like Maslow's hierarchical theory and others thatbuilt on it, SDT posits a natural tendency toward growth and

development. Unlike these other theories, however, SDT does notinclude any sort of "autopilot" for achievement, but instead requiresactive encouragement from the environment. The primary factors thatencourage motivation and development are autonomy, competencefeedback, and relatedness.

mb0038_management process and organization behavior-feb-11.pdf 2011 01

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