Name : Benoy

Johnson Kurien.

Subject : Management
Process and
Organizatio
nal Behaviour.

Date of Submission : 14th August 2007.

Assignment no. : 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.
3. INTERPRESONAL 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 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.