BMO1102 Management and Organisation Behaviour

BMO1102 Management and Organisation Behaviour

Group Members

:Sasireka Manimarpan Student ID- 0909D3VIS001 Nilushi Thillainathan Student ID- 0909D3VIS004

Tutors Name Submission Date

:-

Mr. es!ie "ohen :::24/09/2009 #nergi$er Singa%ore &vt td. Mr. 'ovindara(an

Organisation Name Managers Name

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BMO1102 Management and Organisation Behaviour

Table of Contents
1. Introdu*tion a. Intervie+ Detai!s ,. Organisation Detai!s 2. -e%ort a. .inding /rom the intervie+ ,. "om%arison ,et+een /indings and theories *. "omments a,out the intervie+ d. Strengths e. 2ea3nesses 3. "on*!usion 4. -e/eren*e 0. 4%%endi5

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INTRODUCTION
Interview Details
6he manager +e intervie+ed7 Mr.'ovinthara(an is a regiona! %ro(e*t manager in #nergi$er Singa%ore &te td. 2e *onta*ted him indire*t!8 through another em%!o8ee o/ the *om%an8. On*e +e had *onta*ted him +e made an a%%ointment to *ondu*t the intervie+ on 20 9ovem,er 2009. :e is regiona! %ro(e*t manager /or end-user servi*es. :e re%resents Singa%ore in the 4sia&a*i/i* region. :e manages the regiona! o%erations and re%orts to the g!o,a! o%erations.

Organisation Details
#nergi$er;s histor8 goes a!! the +a8 ,a*3 to 111< +hen it +as *a!!ed the 9ationa! "ar,on "om%an8 and /ounded ,8 the /ormer Brush #!e*tri* "om%an8 e5e*utive 2. :. a+ren*e. In 119< the ver8 /irst ,atter8 =6he "o!um,ia> as re!eased /or *onsumer use. In 1191 a -ussian immigrant named "onrad :u,ert /ounded the 4meri*an #!e*tri*a! 9ove!t8 and Manu/a*turing "om%an8 ?4#9M"@ +hi*h mar3eted ,atter8 %o+ered nove!ties. :e !aid the /oundation /or the +or!dAs /irst /!ash!ight. In 1900 4#9M" +as *hanged to 4meri*an #ver -ead8. In 1914 4meri*an #ver -ead8 ,e*ame %art o/ the 9ationa! "ar,on "om%an8. 6his ,e*ame the on!8 *om%an8 to manu/a*ture ,oth !ighting and ,atter8 %rodu*ts. 6he 9ationa! "ar,on "om%an8 merged +ith Bnion "ar,ide "om%an8 in 191C. It e5%anded a*ross the Bnited States and into "anada and Me5i*o. Bnion "ar,ide ,e*ame 3no+n as the on!8 /u!!-!ine su%%!ier o/ /!ash!ights and ,atteries o/ a!! si$es throughout the region. Its ,rand name +as #veread8. ater it +as re-,randed to #nergi$er. In 190< the /irst 9-vo!t ,atter8 +as introdu*ed. In 1901 the /irst ,atteries /or use in transistor radios and re*hargea,!e ni*3e!-*admium ,atteries +ere introdu*ed. In 1909 the /irst standard a!3a!ine ,atter8 revo!utioni$ing the ,atter8 industr8 +ere introdu*ed. In 19<0 the /irst si!ver o5ide ,utton *e!! /or use in miniature hearing aids and +at*hes and in 19<3 !ithium ,atter8 te*hno!og8 +as deve!o%ed. In 191<7 -a!ston &urina7 "o.7 headDuartered in St. ouis7 Missouri7 %ur*hased the #veread8 Batter8 "om%an87 the ho!ding *om%an8 o/ #nergi$er ,rand ,atteries and /!ash!ights. In 1990 #nergi$er introdu*ed ,atteries +ithout the use o/ mer*ur8. In 1992 +or!dAs /irst 44 si$e ,atter8 +as introdu*ed. In 19907 #nergi$er ,e*ame the /irst ,atter8 manu/a*turer to /eature an on-,atter8 tester7 a!!o+ing *onsumers to Dui*3!8 *he*3 ,atter8 %o+er dire*t!8 on the *e!!. 6itanium %o+ered ,atteries +ere out in 2000. In 2001 a ne+ dis%enser7 #E"hange /or hearing aid ,atteries +as re!eased ma3ing the maintenan*e o/ hearing aids eas8 and *onvenient. In 4%ri! 2000 energi$er se%arated /rom the -a!ston &urina7 "o. in 4%ri! 20007 ,e*oming an inde%endent *om%an8. #nergi$er *ontinues to %rovide *onsumers +ith innovative7 high-Dua!it8 and te*hno!ogi*a!!8 advan*ed ,atteries and /!ash!ights. 2ith g!o,a! headDuarters in

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St. ouis and over 107000 4sso*iates in 140 *ountries7 #nergi$er stands as the +or!d;s !argest manu/a*turer o/ ,atteries and /!ash!ights7 dedi*ated to %redi*ting and meeting the needs o/ the *onsumer.

REPORT
Findings from the Interview
6he /o!!o+ing /indings +ere /ound through our intervie+ +ith the manager. :e starts his da8 ,8 reading his mai!s. 6hen he *he*3s his a!read8 %!anned e!e*troni* +or3 *a!endar and *he*3s the s*hedu!es. :e %re%ares /or his da8. :e %re%ares /or the meeting. Meeting are usua!!8 ,8 e!e*troni* ?video *on/eren*ing@7 /a*e to /a*e or trave!. Most o/ the meetings are to dis*uss the u%*oming and ongoing %ro(e*ts +ith di//erent *ountr8 I6 teams. -e%orts are given at the end o/ a %ro(e*t thus there is no +ritten re*ord needed to ,e su,mitted on a dai!8 ,asis. &!anning /or the /uture /or the (o, ro!e is done 8ear!8. 6hen the 8ear %!an is ,ro3en into %!ans /or ea*h o/ the /our Duarters and then in ea*h Duarter month!8 %!anning is done. Mr.'ovinthara(an %!ans /or his *areer /or /ive 8ears into the /uture. :e %!ans on the goa!s he +ants to a*hieve as +e!! as the %romotions and advan*es he +ants to a*hieve in his *areer in /ive 8ears. Sudden and un%!anned %ro(e*ts ma3e it di//i*u!t to a*hieve goa!s. "ertain %ro(e*ts are une5%e*ted and the team is e5%e*ted to *o%e u% +ith the +or3 !oad and there,8 the8 have to ma3e *hanges in their e5isting %!ans. Other /a*tors that ma3e it di//i*u!t to a*hieve goa!s are the e5terna! /a*tors. &ro(e*ts that +ere %!anned +e!! ahead are easier to a*hieve thus the goa! *an ,e rea*hed. Motivation is a 3e8 /a*tor /or an organisationAs su**ess. 6he em%!o8ees need to ,e motivated. Managers are res%onsi,!e /or their su,ordinatesA motivation. Some +a8s o/ motivating are ,8 a%%re*iating the su,ordinates and their %eers /or their a*hievements. 6his *an ,e done ver,a!!8 ,8 giving a /e+ +ords o/ %raise and en*ouragement. In*entives ?re+ard that donAt invo!ve mone8@ and .!e5i,!e +or3 hours are another +a8 to motivate em%!o8ees. Outstanding a*hievements *an ,e *ir*u!ated throughout the organisation and to the u%%er !eve! management in main in the /orm o/ ne+s!etters and arti*!es. 6his +a8 the u%%er !eve! management +ou!d ,e a+are o/ these em%!o8ees and the em%!o8ees +i!! /ee! motivated. 4nother +a8 o/ motivation is ,8 !etting ea*h em%!o8ee have a turn in ta3ing res%onsi,i!ities7 this +i!! ensure that ea*h em%!o8ee /ee!s he)she is im%ortant and thus +i!! do the tas3 +e!! and meet the ne*essar8 standards and goa!s. Mr.'ovinthara(an maintains his o+n motivation ,8 ,ringing in ne+ *hanges and ne+ ideas. 2hen these are a**e%ted and im%!emented he /ee!s motivated.

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:e a%%roa*hes the tas3 o/ !eading ,8 ,eing an e5am%!e himse!/. :e a!so ensures there is team *o!!a,oration ,et+een a!! the mem,ers. 6he main thing to !oo3 /or in a !eader is to ,e a,!e to give *onstru*tive /eed,a*3 and set *ha!!enging goa!s. 4 !eader must ,e a,!e to !ead others at a!! times as +e!! ,e a,!e to *ommuni*ate +e!! to ensure a!! the mem,ers +i!! +or3 as a team and a*hieve the goa!s su**ess/u!!8 and as %!anned. :e sees his su%eriors and an8one +ho is a,!e to guide him *orre*t!8 +hen he needs he!% as mentors. :e %rovides mentoring to an8one +ho a%%roa*hes him /or he!%. 4 mentor has to have good vision7 !eadershi% s3i!!s and ,e a,!e to so!ve %ro,!ems e//e*tive!8. Mr.'ovinthara(an sa8s the 3e8 to mentoring is to /irst !isten and o,serve *are/u!!87 then ana!8se +hat 8ou have *o!!e*ted and then thin3 o/ +a8s to so!ve the %ro,!em. :e a*hieves goa!s ,8 +or3ing +ith /e!!o+ managers and su,ordinates ,8 setting *!ear goa!s or mi!estones. 6he8 have to set stret*hed and a*hieva,!e goa!s. 6his +i!! ensure ever8one invo!ved has a *!ear understanding o/ the tas3s and the goa!s to a*hieve. "on/!i*ts in the +or3grou%s are so!ved ,8 addressing the %ro,!em. 6he %ro,!em sour*e has to ,e identi/ied and then ho!ding grou% or %ersona! dia!ogs +i!! he!% so!ve the *on/!i*ts. #a*h mem,erAs ro!e and res%onsi,i!it8 needs to ,e *!ear!8 stated and /eed,a*3 is another 3e8 /a*tor in dea!ing +ith *on/!i*ts. "on/!i*ts ,et+een managers *an ,e so!ved ,8 having o%en dia!ogs. .a*e to /a*e *ommuni*ation is the ,est method to so!ve *on/!i*ts as it +i!! *!ear an8 misunderstanding and thus so!ve *on/!i*ts. #thi*a! issues are *ommon in an8 organisation and managers have to ,e a,!e to dea! +ith these e//e*tive!8. Some o/ the issues in*!ude !anguage and ethni*a! issues. "ommuni*ation is *om%u!sor87 ,ut it is not a%%ro%riate to e5%e*t the same /rom ea*h %erson *ommuni*ation +ise. #ver8one has to ,e given an o%%ortunit8. It is ver8 im%ortant to ,e a+are o/ +or3 %!a*e diversit8 as man8 di//erent issues *an arise. Diversit8 *an ,e in *u!ture7 re!igion7 ethni*it8 or !anguage. In energi$er Singa%ore there are more than 1C *ountries invo!ved and there *!ear and good understanding is ver8 im%ortant. Diversit8 in the +or3%!a*e does give the organisation an advantage es%e*ia!!8 /or a mu!tinationa! organisation. Diversit8 *annot ,e neg!e*ted in a +or3%!a*e. It *an o%en the organisation to mu!ti%!e g!o,a! mar3et o%%ortunities and he!%s over*ome geogra%hi*a! ,oundaries.

Comparison between findings and theories

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BMO1102 Management and Organisation Behaviour

In this se*tion +e /irst !oo3 at the introdu*tion o/ managerAs +or3 methods7 ro!es7 Fe8 management s3i!!s7 %er/orman*e and manageria! (o, t8%es. 2e *onsider the managerAs %!anning7 organising7 !eading and *ontro!!ing /un*tions. 6he %ur%ose o/ this se*tion is to *om%are the di//eren*e ,et+een the management theories and managerAs %oints *o!!e*ted /rom our intervie+. :is usua! dai!8 a*tivities invo!ve main %art o/ &!anning7 !eading7 organi$ing and *ontro!!ing. 1. &!anning : 4**ording to Mint$,ergAs theor8 Mr.'ovinthara(anAs in/ormation are simi!ar ,e*ause in Mint$,ergAs theor8 a,out %!anning7 there are three *ategories .irst is to Monitor +here the trade %ress and re%orts are read7 seminars are attended and training and /ina!!8 maintain %ersona! *onta*ts. Se*ond is #ntre%reneur +here innovations are Im%!emented and &!an /or the /uture. 6hird is -esour*e 4!!o*ate its have Dra/t and a%%rove o/ %!ans7 s*hedu!es7 ,udgets and Set %riorities. I/ +e !oo3 Mr.'ovinthara(an ans+ers a,out %!anning he said his da8 starting /rom reading his mai!s7 *he*3s his a!read8 %!anned e!e*troni* +or3 *a!endar and *he*3s the s*hedu!es7 meeting and ending ,8 re*ord su,mit7 and &!anning /or the /uture /or the (o, ro!e is done 8ear!87 /our Duarters and month!8 %!anning is done. :e %!ans on the goa!s he +ants to a*hieve as +e!! as the %romotions he +ants to a*hieve in his *areer in /ive 8ears. .ina!!8 our /indings give detai!s that %!anning +ise Mr.'ovinthara(an does /o!!o+ Mint$,ergAs theor8 *om%!ete!8. 4t the same time +hen +e !oo3 the Boo3 o/ Management /oundations ?2hat is ManagementG H"ha%ter 1I Barto!7 6eins7 Matthe+s7 Sharma7 -itson7 S*ott add7 2004.@ 6hat ,oo3 sa8s a,out %!anning in that theor8 %!anning a,sor, goa! setting and de*iding on the %!ans7 a*tivities and strategies that +i!! +in those goa!s. Our /indings give detai!s that Mr.'ovinthara(an does not /o!!o+ this ,oo3As theor8 *om%!ete!8. In /ina!!8 +e *om%are the other genera! manageria! /un*tions theor8. 6hat theor8 sa8s a,out %!anning its have /o!!o+ing < /un*tions: .ore*asting7 #sta,!ishing o,(e*tives7 &rogramming7 S*hedu!ing7 Budgeting7 #sta,!ishing %ro*edures7 and deve!o%ing %o!i*ies. I/ +e *om%are this theor8 +ith our /indings give detai!s that Mr.'ovinthara(an does /o!!o+ this theor8 *om%!ete!8. 2. eading : 4**ording to Mint$,ergAs theor8 Mr.'ovinthara(an in/ormationAs are simi!ar ,e*ause Mint$,ergAs theor8 a,out !eading7 in that theor8 %!anning in*!udes three *ategories 1st one is eader its have Dire*t and motivate su,ordinates7 se!e*t and train em%!o8ees and in*!udes a!most a!! intera*tions +ith su,ordinates. 2nd is iaison its have esta,!ish and maintain *onta*ts +ithin and outside the organi$ation7 Business *orres%onden*e and %arti*i%ation in meetings +ith re%resentatives o/ other divisions or organi$ations. I/ +e !oo3 Mr.'ovinthara(anAs ans+ers a,out !eading he said Motivation is a 3e8 /a*tor /or an organisationAs su**ess. Managers are
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BMO1102 Management and Organisation Behaviour

res%onsi,!e /or their su,ordinatesA motivation. :e motivates his su,ordinates ,8 a%%re*iating7 giving a /e+ +ords o/ %raise7 en*ouragement7 In*entives7 .!e5i,!e +or3 hours and giving res%onsi,i!ities. Mr.'ovinthara(an maintains his o+n motivation ,8 ,ringing in ne+ *hanges and ne+ ideas. :e a%%roa*hes the tas3 o/ !eading ,8 ,eing an e5am%!e himse!/. 6he main thing to !oo3 /or in a !eader is to ,e a,!e to give *onstru*tive /eed,a*3 and set *ha!!enging goa!s. 4 !eader must ,e a,!e to !ead others at a!! times. In his thoughts a mentor has to have good vision7 !eadershi% s3i!!s and ,e a,!e to so!ve %ro,!ems e//e*tive!8. In this se*tion +e e5amine that !eading +ise Mr.'ovinthara(an does /o!!o+s Mint$,ergAs theor8 *om%!ete!8. But +hen +e !oo3 the Boo3 o/ Management /oundations ?2hat is ManagementG H"ha%ter 1I Barto!7 6eins7 Matthe+s7 Sharma7 -itson7 S*ott add7 2004.@ 6hat ,oo3 sa8s a,out !eading7 in that theor8 !eading is the method o/ in/!uen*ing others to en*age into the em%!o8ment ,ehaviours ,asi* to a*hieve organisationa! goa!s. Our /indings give detai!s that Mr.'ovinthara(an does not /o!!o+ this ,oo3As theor8 *om%!ete!8. In /ina!!8 +e *om%are the other genera! manageria! /un*tions theor8. 6hat theor8 sa8s a,out !eading its have /o!!o+ing 2 /un*tions: Sta//ing and dire*ting .un*tion i/ +e !oo3 sta//ing It invo!ves se!e*tion7 training and deve!o%ment7 *om%ensation7 and a%%raisa! o/ su,ordinates ,8 the manager. In Dire*ting .un*tion a,sor, managing %eo%!e7 motivation7 %ro%er !eadershi%7 e//e*tive *ommuni*ation and organi$ation. 4!so7 it needs a sound *ommuni*ation s8stem to ena,!e re%!a*e o/ ideas and in/ormation /or genera! understanding. I/ +e *om%are this theor8 +ith our /indings give detai!s that Mr.'ovinthara(an does /o!!o+ this theor8 *om%!ete!8. 3. Organising : 4**ording to Mint$,ergAs theor8 Mr.'ovinthara(an in/ormationAs are simi!ar ,e*ause Mint$,ergAs theor8 a,out organising7 in that theor8 organising in*!udes t+o *ategories 1st one is S%o3es%erson its have "ommuni*ate or transmit in/ormation to outsiders7 &ass on memos7 re%orts and in/ormationa! materia!s7 %arti*i%ate in *on/eren*es or meetings and re%ort %rogress. 2nd is .igurehead in*!udes &er/orm so*ia! and !ega! duties7 a*t as s8m,o!i* !eader7 'reet visitors7 sign !ega! do*uments7 attend ri,,on *utting *eremonies7 host re*e%tions. I/ +e !oo3 Mr.'ovinthara(anAs ans+ers a,out organising he said "ommuni*ation is *om%u!sor87 ,ut it is not a%%ro%riate to e5%e*t the same /rom ea*h %erson *ommuni*ation +ise. #ver8one has to ,e given an o%%ortunit8. It is ver8 im%ortant to ,e a+are o/ +or3 %!a*e diversit8 as man8 di//erent issues *an arise. .a*e to /a*e *ommuni*ation is the ,est method to so!ve *on/!i*ts as it +i!! *!ear an8 misunderstanding and thus so!ve *on/!i*ts. In energi$er Singa%ore there are more than 1C *ountries invo!ved and there *!ear and good understanding is ver8 im%ortant. Diversit8 in the +or3%!a*e does give the organisation an advantage es%e*ia!!8 /or a mu!tinationa! organisation. #thi*a! issues are *ommon in an8 organisation and managers have to ,e a,!e to dea! +ith these e//e*tive!8. Some o/ the issues in*!ude !anguage and ethni*a! issues. Diversit8 *annot ,e neg!e*ted in a

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+or3%!a*e. It *an o%en the organisation to mu!ti%!e g!o,a! mar3et o%%ortunities and he!%s over*ome geogra%hi*a! ,oundaries. In this se*tion +e e5amine that organising +ise Mr.'ovinthara(an does /o!!o+s Mint$,ergAs theor8 *om%!ete!8. But +hen +e !oo3 the Boo3 o/ Management /oundations ?2hat is ManagementG H"ha%ter 1I Barto!7 6eins7 Matthe+s7 Sharma7 -itson7 S*ott add7 2004.@ 6hat ,oo3 sa8s a,out organising7 in that theor8 organising is the method o/ give out and arranging human and non-human resour*es so that %!ans *an ,e a%%roved a+a8 su**ess/u!!8. Our /indings give detai!s that Mr.'ovinthara(an does not /o!!o+ this ,oo3As theor8 *om%!ete!8. .ina!!8 +e *om%are the other genera! manageria! /un*tions theor8. 6hat theor8 sa8s a,out organising its have /o!!o+ing 3 /un*tions: Deve!o%ing the organi$ation stru*ture7 De!egating authorit8 and esta,!ishing re!ations. I/ +e *om%are this theor8 +ith our /indings give detai!s that Mr.'ovinthara(an does not /o!!o+ this theor8 *om%!ete!8 4. "ontro!!ing : 4**ording to Mint$,ergAs theor8 Mr.'ovinthara(an in/ormationAs are simi!ar ,e*ause Mint$,ergAs theor8 a,out *ontro!!ing7 in that theor8 *ontro!!ing in*!udes t+o *ategories 1st one is Distur,an*e :and!er its have Dea!s +ith dis%utes or %ro,!ems and ta3es *orre*tive a*tion and sett!e *on/!i*ts ,et+een su,ordinates7 "hoose strategi* a!ternatives and Over*ome *risis situations. 2nd is Disseminator in*!udes "ommuni*ate or disseminate in/ormation to others +ithin the organi$ation7 Send memos and re%orts7 in/orm sta//ers and su,ordinates o/ de*isions. I/ +e !oo3 Mr.'ovinthara(anAs ans+ers a,out *ontro!!ing he said :e a*hieves goa!s via *ontro! ,8 +or3ing +ith /e!!o+ managers and su,ordinates ,8 setting *!ear goa!s and he *ontro!!ed !i3e the8 have to set stret*hed and a*hieva,!e goa!s and "on/!i*ts in the +or3grou%s are so!ved ,8 addressing the %ro,!em. 2hen he *ontro! the %ro,!em sour*e has to ,e identi/ied and then ho!ding grou% or %ersona! dia!ogs +i!! he!% so!ve the *on/!i*ts. #thi*a! issues are *ommon in an8 organisation and managers have to ,e a,!e to dea! +ith these e//e*tive!8. Some o/ the issues in*!ude !anguage and ethni*a! issues. In this se*tion +e e5amine that *ontro!!ing +ise Mr.'ovinthara(an does /o!!o+s Mint$,ergAs theor8 *om%!ete!8. But +hen +e !oo3 the Boo3 o/ Management /oundations ?2hat is ManagementG H"ha%ter 1I Barto!7 6eins7 Matthe+s7 Sharma7 -itson7 S*ott add7 2004.@ 6hat ,oo3 sa8s a,out *ontro!!ing7 in that theor8 "ontro!!ing is method o/ *hangea,!e organisationa! %er/orman*e so rea! %er/orman*e *on/orms to !i3e!8 organisationa! va!ues and goa!s. Our /indings give detai!s that Mr.'ovinthara(an does not /o!!o+ this ,oo3As theor8 *om%!ete!8. In /ina!!8 +e *om%are the other genera! manageria! /un*tions theor8. 6hat theor8 sa8s a,out *ontro!!ing its have /o!!o+ing 4 /un*tions: #sta,!ishing %er/orman*e standards7 &er/orman*e7 &er/orman*e eva!uation7 and "orre*tive a*tion. I/ +e *om%are this theor8 +ith our /indings its give detai!s that Mr.'ovinthara(an does not /o!!o+ this theor8 *om%!ete!8.

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Comments about the interview

I/ +e *om%are these theories +ith our /indings its give detai!s that Mr.'ovinthara(an does not /o!!o+ these theories *om%!ete!8. But some o/ his %oints and thought are simi!ar to Mint$,ergAs theor8. 2e must *omment a,out the managerAs !eads7 his !eading and motivating +a8s are ver8 good. In /ina!!8 the manager +ants to im%rove his %oints o/ thoughts and his s3i!!s. 2e must a!so ta3e into note that ever8 organisation is uniDue and ma8 have di//erent +a8s o/ a*hieving tas3s. 6here,8 the di//eren*es ,et+een the intervie+ /indings and the /inding /rom other re/eren*es ma8 ,e due to the uniDue +a8 o/ the organisation.

Strengths
6he main s3i!! +e used +as *ommuni*ation. 2e +ere a,!e to *o!!e*t the reDuired data and *!ear!8 identi/8 ea*h under the intervie+ed to%i*s. 6his he!%ed us *om%are the /indings in re!ation to the !isted theories /rom di//erent re/eren*es.

ea!nesses
"ommuni*ation again has a +ea3ness. 6he num,er o/ Duestions as3ed +as !imited and there +ere no su, Duestions under ea*h main to%i*. I/ more Duestions +ere as3ed more %re*ise and a**urate data *ou!d have ,een *o!!e*ted there,8 he!%ing us to ana!8se our /inding more dee%!8.

Conclusion
.irst o/ a!! +e have !i3e to 6han3 Mr.'ovinthara(an7 the regiona! %ro(e*t manager o/ #nergi$er Singa%ore &te td. and our *!assmate and an em%!o8ee #nergi$er Singa%ore &te td. 444,dhu! -o$!an /or re/erring Mr.'ovinthara(an to us /or the intervie+.

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Reference
1. Mintzberg, Mintzbergs 10 Managerial Roles, Management at work [A MindEdge learning resource for better management], ublis!ed on 1"t! A#ril $00%, !tt#&''management.atwork( network.com'$00%'0)'1"'mintzbergs(10(managerial(roles' $. *artol, +$00%, -ntroductions + art 1, .!at is Management/ +0! 1,, Management 1oundation, A acific Rim 1ocus $e, Mc2raw 3ill, $, #.# 4(%. 5. 3ub#ages, Managerial 1unctions %4, ublis!ed b6 7acobkutt6ta on August $008, !tt#&''!ub#ages.com'!ub'Managerial(1unctions,

APPENDIX CONTACT DETAILS ABOUT THE MANAGER

9ame #mai! "om%an8 Ko, 6it!e De%artment 4ddress 6e!e%hone

: : : : : : :

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