PES

ASSIGNMENT
ORGANIZATIONAL BEHAVIOUR

SUBMITTED BY:
RASHMI A
1Sem, Sec -E
 1. Mintzberg suggested that specific actions or behaviours expected of
and exhibited by a manager comprise of three specific roles. Briefly
explain them.

Henry Mintzberg, a well-known management researcher, studied actual

managers at work. In his first comprehensive study, Mintzberg concluded that
what managers do can best be described by looking at the managerial roles they
engage in at work. Following are the 10 roles of manager identified by Mintzberg
which falls into 3 basic categories.

The Managerial Role

Interpersonal Role Informational Role Decision Roles

• Figurehead • Receipient • The Entrepreneurial

• Leader • Dissementor • Disturbance Handler
• Liaison • Spokeperson • Resource Allocator
• Negotiator

I. Interpersonal Roles

A manager, in order to be effective, has to assume different roles at different

points of time as demanded by the call of duty. The three interpersonal roles are
primarily concerned with interpersonal relationships

The three interpersonal roles include being are:

• Figurehead

• Leader

• Liaison
 a) Figurehead

The figurehead performs symbolic legal or social duties. All social, inspiration,
legal and ceremonial obligations. That is every manager has to perform some
ceremonial duties such as attending the wedding of the employees, entertaining
dignitaries and so on. In this light, the manager is seen as a symbol of status and
authority.

b) Leader

The Leader builds relationships with employees and communicates with,

motivates, and coaches them. Duties are at the heart of the manager-subordinate
relationship and include structuring and motivating subordinates, overseeing their
progress, promoting and encouraging their development, and balancing
effectiveness.

c) Liaison

The liaison maintains a network of contacts outside the work unit to obtain
information. Describes the information and communication obligations of a
manager. One must network and engage in information exchange to gain access
to knowledge bases.

II. Informational Roles

Informational roles involve receiving, collecting, and disseminating information.

The 3 informational roles include;

• Monitor,
• Disseminator, and
• Spokesperson.

a. Monitor

The monitor seeks internal and external information about issues that can affect
the organization. Duties include assessing internal operations, a department’s
success and the problems and opportunities which may arise. All the information
gained in this capacity must be stored and maintained
 b. Disseminator

The disseminator transmits information internally that is obtained from either

internal or external sources. Highlights factual or value-based external views into
the organization and to subordinates. This requires both filtering and delegation
skills.

c. Spokesperson

The spokesperson transmits information about the organization to outsiders.

Serves in a PR capacity by informing and lobbying others to keep key
stakeholders updated about the operations of the organization.

III. Decisional Roles

Decisional roles revolved around making choices. Managers’ interpersonal role

leads to decisional roles. Information and resources that are collected and
gathered by the interpersonal make a manager able to play the decisional roles or
responsibilities that he is obligated to.

The four decisional roles include;

a) Entrepreneur

b) Disturbance Handler

c) Resource Allocator

d) Negotiator

Entrepreneur

The entrepreneur acts as an initiator, designer, and encourage change and

innovation. Roles encourage managers to create improvement projects and work
to delegate, empower and supervise teams in the development process.

Disturbance handler

The disturbance handler takes corrective action when the organization faces
important, unexpected difficulties. A generalist role that takes charge when an
organization is unexpectedly upset or transformed and requires calming and
support.
Resource allocator

The resource allocator distributes resources of all types, including time, funding,
equipment, and human resources. Describes the responsibility of allocating and
overseeing financial, material and personnel resources.

Negotiator

The negotiator represents the organization in major negotiations affecting the

manager’s areas of responsibility is a specific task which is integral for the
spokesman, figurehead, and resource allocator roles.

2. Why are managers important to organizations? What are their key

responsibilities in an organization?

A manger is a person who manages or is in charge of something. Managers can

control departments in companies, or guide the people who work for them.
Managers are very important for organizations because a manager plays very
significant role in planning and making decisions of the company. Managers
control and monitor the employees and in the current era managers also facilitate
the work of the employees. Managers are also responsible for the allocation of
the resources available to the organization like allocation of the work force,
financial resources and material resources etc. Managers also set the short-term
goals of the company and they also facilitate the top executive committee in
making long term decision about the company. For ensuring that employees are
moving in the right directions for attaining goals, managers keep checking their
work. Hence, managers play a very important role in the organizations.
Key Responsibilities of Managers

1. Goal-Setting responsibilities
Managers are responsible for setting goals that align with organizational
objectives. These professionals must also develop and implement
actionable strategies to help their team meet those target
2. Training and development
Managers are typically responsible for training new employees as well as
employees who have been promoted to a new position. They are usually
also tasked with training their team on new process and procedures.
Regardless of the type of training, the best managers are typically those
who are personally engaged throughout the training process.

3. Administrative tasks
Managers are often responsible for handling several administrative tasks.
These types of responsibilities often vary depending on the job.

4. Team and individual organization

Managers are tasked with keeping the workplace organized and efficient
both for themselves and for their team. This may include tasks like:
• Tracking goals and achievements.
• Organizing employee’s schedules and assignments.
• Keeping resources properly filed.

5. Staff Evaluation
Another key responsibility of managers, which can also fall under the
human resources area of their role, involves monitoring and measuring the
performance of staff.

6. Staff Motivation
Another daily responsibility of management is to motivate staff. Staff do
not respond to being simply told what to do. They need to believe in the
reasons for undertaking a particular staff and feel a sense of ownership over
the process.

3. Identify and write the three managerial levels in a secondary school

and list the roles and duties at each level.
The top three level of managerial levels in a secondary school are
Top Level – Chairman and Principal
Middle Level – Deputy Principal
Level - Head of the departments.

The roles and duties at each level are discussed below:

 Top level - The Principal:
The Principal has a professional and administrative role in the school. With the
school board, they chart the school’s strategic goals reflecting its mission, vision,
and philosophy. The Principal supervises teaching and non-teaching staff, co-
ordinating and managing day-to-day operations. They are tasked with procuring
resources for the school to achieve its strategic goals and ensuring that staff are
trained and equipped with specialised skills, such as first aid. Principals are also
required to engage with parents and community partners and provide
performance indicators to the ministry of education. Principal has administrative
responsibilities to taken care of. Principal “build school culture”, sustaining
enhancement programmes and campaigns in the school.

Middle Level - Deputy Principal:

The Deputy Principal occupies a position of vital importance in the administration
and development of the school.
• The deputy Principal shall undertake responsibility under the direction of
the Principal for the internal organisation, administration and discipline of
the school.
• He shall assist the Principal through the carrying out of scientific
professional duties for which responsibility is delegated.
• The deputy Principal shall act as a Principal when the Principal is absent,
assuming the responsibilities and authority of the Principal’s role in
accordance with the Principal decision.
• He shall be consulted by the Principal about the implementation of the
policy in the school.
• He informs the Principal with the day-to-day running of the school
activities.

Head of the Departments:

Heads of Department are expected to work together with school educational
leadership to ensure high standards of teaching and learning practice while being
guided the top-level managers.
The duties and responsibilities of a Head of Department include the following:
• He should be responsible and accountable for setting and advancing the
academic strategic of the department in line with faculty.
• Ensure best possible student experience through the availability of pastoral
assistance.
• Actively assisting the teachers in ensuring the good professional practice,
standards, and quality of teaching and learning of subject proper dialogue
with the class teachers.
 • Setting examination papers, coordinating, marking schemes and
moderating examinations and assessment processes in the school.
• Ensuring timely and adequate provision of textbooks, materials, and
equipment required for the effective teaching of the subject in school.
• Preparing specifications and budgets for the requirements of the subject
specific teaching tools and equipment, including laboratory equipment.
• Head of the administrative department have responsibility for delivering
the effective administrative support across learning communities or
clusters of schools.

3. Discuss the Evolution of Management in detail.

The evolution of management thought is a process that started in the early days
of man. It began since the period man saw the need to live in groups. Mighty men
were able to organize the masses, share them into various groups. The sharing
was done according to the mass strength, mental capacities, and intelligence.
The evolution Management thoughts can be categorised as follows:

Evolution of Management

Historical Classical Behavioural Quantitative Contemporay

background Approaches Approach Approach Approaches

Early examples Scientific Systems

Early advocates
of Management Management Approach

General Hawthorne Contigency

Adam Smith
Managemnet Studies Appproach

Industrial Organizational
Revolution Behavior

Here, we are discussing only 3 in detail which are,

Scientific Management
General Management
Hawthorne Studies
 I. Scientific Management:
Scientific management also called Taylorism is a theory of management that
analyses and synthesizes workflows, improving labour productivity. The core
ideas of the theory were developed by Frederick Winslow Taylor in the 1880’s
and 1890’s.
F. W. Taylor is often called the father of Scientific Management and he published
a book entitled “Principles of Scientific Management” in 1911.Its content were
widely embraced by managers around the world. Taylor’s book described the
theory of scientific management. Taylor’s Principal concern was that of
increasing efficiency in production, not only to lower costs and raise profits but
also to make possible increased pay for workers through their higher productivity.
Objectives F. W. Taylor – Scientific Management:
1. To increase the rate of production with the help of standardised tools,
methods and equipment.
2. Explain the role of scientific management in growing productivity:
Scientific management involves a complete mental revolution of the part
of the working man engaged in any particular establishment or industry.
3. To eradicate waste of time and resources, and to implement effective
methods of production.
4. Establishing a sound system of wage payment so that efficiency of output
is maximum.
5. Systematic planning and regulation of cost control mechanism will reduce
the cost of production.

F. W. Taylor’s four Principles of Scientific Management are as follows:

1. Replace rule-of-thumb work methods with methods based on a scientific
study of the tasks.
2. Scientifically select and then train, teach and develop each worker rather
than passively leaving them to train themselves.
3. Co-operate with the workers to ensure that the scientifically developed
methods are being followed.
4. Divide work nearly equally between managers and workers, so that the
managers apply scientific management principles to planning the work,
and the workers actually perform the tasks.

II. General Management:

Henry Fayol, also known as the ‘father of modern management theory’ gave a
new perception of the concept of management. He introduced a general theory
that can be applied to all levels of management and every department. The
Fayol theory is practised by the managers to organize and regulate the internal
activities of an organization. He concentrated on accomplishing managerial
efficiency.

The fourteen principles of management created by Henri Fayol are explained

below.
1. Division of Work:
Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division
of work improves the productivity, efficiency, accuracy and speed of the
workers. This principle is appropriate for both the managerial as well as a
technical work level.
2. Authority and Responsibility:
These are the two key aspects of management. Authority facilitates the
management to work efficiently, and responsibility makes them responsible for
the work done under their guidance or leadership.
3. Discipline:
Without discipline, nothing can be accomplished. It is the core value for any
project or any management. Good performance and sensible interrelation make
the management job easy and comprehensive. Employees good behaviour also
helps them smoothly build and progress in their professional careers.
4. Unity of Command:
This means an employee should have only one boss and follow his command. If
an employee has to follow more than one boss, there begins a conflict of interest
and can create confusion.
5. Unity of Direction:
Whoever is engaged in the same activity should have a unified goal. This means
all the person working in a company should have one goal and motive which
will make the work easier and achieve the set goal easily.
6. Subordination of Individual Interest:
This indicates a company should work unitedly towards the interest of a
company rather than personal interest. Be subordinate to the purposes of an
organization. This refers to the whole chain of command in a company.
7. Remuneration:
This plays an important role in motivating the workers of a company.
Remuneration can be monetary or non-monetary. However, it should be
according to an individual’s efforts they have made.
8. Centralization:
In any company, the management or any authority responsible for the decision-
making process should be neutral. However, this depends on the size of an
organization. Henri Fayol stressed on the point that there should be a balance
between the hierarchy and division of power.
9. Scalar Chain-
Fayol on his principles highlights that the hierarchy steps should be from the top
to the lowest. This is necessary so that every employee knows their immediate
senior also they should be able to contact any, if needed.
10. Order-
A company should maintain a well-defined work order to have a favourable
work culture. The positive atmosphere in the workplace will boost more
positive productivity.
11. Equity-
All employees should be treated equally and respectfully. It’s the responsibility
of a manager that no employees face discrimination.
12. Stability-
An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.
13. Initiative-
The management should support and encourage the employees to take
initiatives in an organization. It will help them to increase their interest and
make then worth.
14. Esprit de Corps-
It is the responsibility of the management to motivate their employees and be
supportive of each other regularly. Developing trust and mutual understanding
will lead to a positive outcome and work environment.
Fayol’s 14 principles of management are used to manage an organization and
are beneficial for prediction, planning, decision-making, organization and
process management, control and coordination.
III. Hawthorne Studies:
The Hawthorne Studies were developed as a human relations movement in
organizational management to identify strengths and competencies in workers
and to better manage, measure, develop, and improve worker capabilities. The
Hawthorne Studies is a 9-year research program at Western Electric Companies.
The program, of which Elton Mayo and Fritz Roethlisberger played a major
role, concluded that an organization’s undocumented social system was a
powerful motivator of employee behaviour. The experiment was about
measuring the impact of different working conditions by the company itself
(such as levels of lighting, payment systems, and hours of work) on the output
of the employees. The researchers concluded that variations in output were not
caused by changing physical conditions or material rewards only but partly by
the experiments themselves. The special treatment required by experimental
participation convinced workers that management had a particular interest in
them. This raised morale and led to increased productivity. The term
‘Hawthorne effect’ is now widely used to refer to the behaviour-modifying
effects of being the subject of social investigation. The researchers concluded
that the supervisory style greatly affected worker productivity. These results
were, of course, a major blow to the position of scientific management, which
held that employees were motivated by individual economic interest. The
Hawthorne studies drew attention to the social needs as an additional source of
motivation. Economic incentives were now viewed as one factor, but not the
sole factor to which employees responded.
Some of the major phases of Hawthorne experiments are as follows:
1. Illumination Experiments: Illumination experiments were undertaken to
find out how varying levels of illumination (amount of light at the
workplace, a physical factor) affected the productivity. The hypothesis was
that with higher illumination, productivity will increase. Based on this
experiment, it was concluded that illumination did not have any effect on
productivity but something else was interfering with the productivity. At
that time, it was concluded that human factor was important in determining
productivity but which aspect was affecting, it was not sure. Therefore,
another phase of experiments was undertaken.
2. Relay assembly test room experiments: These were designed to determine
the effect of changes in various job conditions on group productivity as the
illumination experiments could not establish relationship between intensity
of illumination and production. For this purpose, the researchers set up a
relay assembly test room, two girls were chosen and asked them to choose
more girls as co-workers. The work is related to the assembly of telephone
relays.
 An observer was associated with girls to supervise their work. Some
changes were introduced to their work and before implementing that, the
girls were consulted to express their view points and concerns to the
supervisor.
This development caused a considerable amount of redirection in thinking
and the result implied that productivity increased not because of positive
changes in physical factors but because of the change in girl’s attitude
towards work and their work group.
They developed a feeling and a sense of belongings. Since there was more
freedom of work, they developed a sense of responsibility and self-
discipline. The relationship between supervisor and workers became close
and friendly.

3. Mass Interviewing Programme: During the course of experiments, about

20000 interviews were conducted between 1928 and 1930 to determine
employee’s attitudes towards company, supervision, insurance plans,
promotion and wages. Initially, these interviews were conducted by means
of direct questioning. Because of the disadvantage of this method, it was
changed to non-directive interviewing. The interview gave valuable insights
about the human behaviour in the company. During the course of
interviews, it was discovered that workers behaviour was being influenced
by group behaviour. However, this conclusion of this experiment was not
satisfactory and therefore, researchers decided to conduct another series of
experiments.
4. Bank Wiring Observation Room Experiment: These experiments were
conducted to find out the impact of small groups on the individuals. In this
experiment, a group of 14 male workers were formed into a small work
group. The work involved attaching wire with switches for certain
equipment used in telephone exchanges. Hourly wage for each worker was
fixed on the basis of average of output of each worker. Bonus as also
payable on the basis of group effect. It was expected that highly efficient
workers would bring pressure on less efficient workers to increase output
and take advantage of group incentive plan. However, the strategy did not
work and workers established their own standard of output and this was
enforced vigorously by various methods of social pressure. The workers
gave various reason for this behaviour such as fear of unemployment, fear
of increase in input etc.
The Hawthorne experiments clearly showed that a man at work is motivated
by more than the satisfaction of economics needs. Management should
recognise that people are essentially social beings and not merely economic
beings.