Explain the managerial roles and managerial Skills.

Managerial Roles
:According to Mintzberg (1973), managerial roles are as follows
Informational roles: Involves the role of assimilating and.1
.disseminating information as and when required
Monitor – collecting information from organizations, both (a
.from inside and outside of the organization
Disseminator – communicating information to organizational(b
.members
.Spokesperson – representing the organization to outsiders(c
Decisional role: It involves decision making. Again, this role can.2
:be subdivided in to the following
Entrepreneur – initiating new ideas to improve organizational(a
.performance
Disturbance handlers – taking corrective action to cope with (b
.adverse situation
Resource allocators – allocating human, physical, and(c
.monetary resources
Negotiator – negotiating with trade unions, or any other (d
.stakeholders
Interpersonal roles: Involves activities with people working in the.3
:organization. Can be divided into the following
.Figurehead – Ceremonial and symbolic role(a
Leadership – leading organization in terms of recruiting, (b
.motivating … etc
Liaison – liasoning with external bodies and public relations (c
.activities

Managerial Skills
:Katz (1974) has identified three essential management skills
Technical Skills: The ability to apply specialized knowledge or .1
.expertise
Human Skills: The ability to work with, understand and motivate.2
.(other people (both individually and group
Conceptual Skills: The ability to critically analyze, diagnose a .3
.situation and forward a feasible solution

.Describe the contemporary work cohort.I

Robbins (2003) has proposed contemporary work cohort. Individuals' values
differ, but tend to reflect the societal values of the period in which they
:grew up. The cohorts and the respective values have been listed below
Veterans – workers who entered workforce from the early 1940s .1
through the early 1960s. They exhibited the following value
.orientations
.They were influenced by the great depression and World War II
.Believed in hard work(1
.Tended to be loyal to their employer(2
.Terminal values: Comfortable life and family security•

Boomers – Employees who entered the workforce during 1960s .1

:through the mid 1980s. Their value orientations were
Influenced heavily by John F. Kennedy, the civil rights and(1
feminist movements, the Beatles, the Vietnam War, and the
.baby-boom competition
Distrusted authority, but gave a high emphasis on achievement(2
.and material success
Organizations who employed them were vehicles for their (3
.careers
Terminal values: sense of accomplishment and social•
.recognition

Xers – began to enter the workforce from the mid 1980s. They .1
:cherished the following values
Shaped by globalization, two career parents, MTV, AIDS, and(1
.computers
Value flexibility, life options, and achievement of job(2
.satisfaction
Family and relationships were important and enjoyed team-(3
.oriented work
Money was important, but would but would trade off for (4
.increased leisure time
Less willing to make personal scarifies for employers than(5
.previous generations
.Terminal values: true friendship, happiness, and pleasure•

.Nexters – Most recent entrants into workforce.1

Grew up in prosperous times, have high expectation, believe in(1
,themselves
Never – ending search for ideal job; see nothing wrong with job(2
.hopping
Seek financial success(3
Enjoy team work, but are highly self-reliant(4
.Terminal values: freedom and comfortable life(5

Elaborate the issues related to culture and emotions.I

 :There are two views of Culture and Emotion
Universality: Emotions are part of human nature and in all cultures
universally the same set of basic emotions. Based on his cross-cultural
research, Ekman (1999) has found six emotions which are universally
:recognized and applicable. They are
Anger.1
Fear.2
Sadness.3
Happiness.4
Disgust.5
Surprise.6

Cultural Specificity: Human beings are like tabula rasa (clean tablet) on
which society writes its script. In other words, culture and traditions, normative
patterns and value-orientations are responsible for not only our personality
development, but also appropriate social and emotional development. This
makes us functional entities in society. Each culture has a unique set of
emotions and emotional responses; the emotions shown in a particular culture
.reflects the norms, values, practices, and language of that culture

Alexithymia – emotional disorder

Some people have difficulty in expressing their emotions and understanding
the emotions of others. Psychologists call this Alexithymia. People who suffer
from alexithymia rarely cry and are often seen by others as bland and cold.
Their own feelings make them uncomfortable, and they are not able to
discriminate among their different emotions. People, suffering from
alexithymia, may be effective performers in jobs where little or no emotional
:labor. Alexithymic symptoms may be seen people who experience
Post-traumatic stress disorder.1
Certain brain injuries.2
(Eating disorders (i.e, bulimia, anorexia, or binge-eating disorder.3
Substance use dependence.4
Depression.5
Other mental health conditions.6

Relationship of gender with emotion

A number of research findings supports the view that women are more
emotional than men (e.g., Broverman, Broverman, Vogel, Clarkson, &
Rosenkrantz 1972; Widiger & Settle, 1987). Women are assumed to experience
more frequent and intense emotions, whereas men are assumed to be
emotionally inexpressive and to have less intense emotional experiences.
However, researchers have argued that the stereotype of men as unemotional
is more accurate for adult targets than for child targets because males learn to
control their emotions as they get older (Fabes and Martin, 1991). Likewise,
women and men may experience happiness in a similar way, but women have
been that they can strongly express the emotion of happiness, whereas men
have been taught to control it. The impact of socialization practices accumulate
over time, and thus, these stereotypes are likely to apply more strongly to
.(adult populations (Geer and Shields, 1996

Discuss the assumption of Douglas Mc Gregor (Theory X and.I

(Theory Y
Douglas McGregor argued that a manger's view of the nature of human beings
is based on a certain grouping of assumptions and he or she tends to mould his
or her behavior toward employees according to these assumptions

Theory X
In this theory management assumes employees are inherently lazy and will
avoid work if they can. Workers need to be closely supervised and a
comprehensive system of controls and a hierarchical structure is needed to
supervise the workers closely. It is also assumed that workers generally place
.security above all other factors and will display ambition

Theory Y
In this theory management assumes employees may be ambitious, self-
motivated, and anxious to accept greater responsibility, and exercise self-
control, self-direction, autonomy and empowerment. It is believed that
employees enjoy their mental and physical work duties. It is also believed that,
if given the chance employees have the desire to be creative and forward
thinking in the workplace. There is a chance for greater productivity by giving
employees the freedom to perform to the best of their abilities without being
.bogged down by rules

From the above, it is clear that Theory X assumes that lower-order needs
dominate individuals. Theory Y assumes that higher-order needs dominate
.individuals

What is personal power – Explain different bases of.II

?Personal power
Personal power resides in the individual and is independent of that individual's
.position

Expert power: Is the ability to control another person's behavior by virtue of

possessing knowledge, experience, or judgment that the other person lacks,
but needs. A subordinate obeys a supervisor possessing expert power because
the boss ordinary knows more about what is to be done or how it is to be done
.than does the subordinate. Expert power is relative, not absolute

Rational Persuasion: is the ability to control another's behavior, since,

through the individual's efforts, the person accepts the desirability of an
offered goal and a viable way on achieving it. Rational persuasion involves both
explaining the desirability of expected outcomes and showing how specific
.actions will achieve these outcomes
Referent Power: is the ability to control another's behavior because the
person wants to identify with the power source. In this case, a subordinate
obeys the boss because he or she wants to behave, perceive, or believe as the
.boss does

Charismatic Power: is an extension of referent power stemming from an

individual's personality and interpersonal style. Others follow because they can
.articulate visions, take personal risks, demonstrate follower sensitivity, etc

Write a short note on potential source of stress.III

:Environmental Factors.1
Environmental uncertainty influences stress levels among.a
.employees in an organization
.Changes in the business cycle create economic uncertainties.b
.Political uncertainties can be stress inducing.c
Technological uncertainty can cause stress because new.d
innovations can make an employee's skills and experience obsolete
.in a very short period of time

:Organizational factors.2
Pressures to avoid errors or complete tasks in a limited time period, •
work overload, a demanding and insensitive boss, and unpleasant
.coworkers
Task demands are factors related to a person's job. They include•
design of the individual's job (autonomy, task variety, degree of
.automation), working conditions and the physical work layout
Role demands related to pressures that are a function of the role •
.an individual plays in an organization
Role conflicts create expectations that may be hard to .a
.reconcile or satisfy
Role overload is experienced when the employee is expected .b
.to do more than time permits
Role ambiguity is created when role expectations are not .c
.clearly understood
Interpersonal demands are pressures created by other.d
.employees
Organizational structure defines the level of differentiation in.e
the organization, the degree of rules and regulations and
where decisions are made. Excessive rules and lack of
.participation in decision might be potential sources of stress
(Individual factors (Factors in employees personal life.f
Economic problems created by individuals overextending.g
.their financial resources
.Person's basic dispositional nature.h
.Stressors are additive – stress builds up.i

:Individual differences.1
Perception: Moderates the relationship between a potential stress.a
.condition and an employee's reaction to it
Job Experience: The evidence indicates that experience on the job .b
.tends to be negatively related to work stress
Locus of Control: Those with an internal locus of control believe .c
they control their own destiny. Internals perceive their jobs to be
.less stressful than do externals
Self Efficacy: The confidence in one's own abilities appears to.d
.decrease stress
Hostility: People who are quick anger, maintain a persistently.e
hostile outlook, and project a cynical mistrust of others are more
.likely to experience stress in situations