SIKKIM MANIPAL UNIVERSITY DIRECTORATE OF DISTANCE EDUCATION

ASSIGNMENT FOR MANAGEMENT DEVELOPMENT (BB0031)

SUBMITTED BY AHAMMED MUFASIR MUSTHAFA BBA 6TH SEMESTER 511020734 1|Page

Q1. Explain Various Managerial roles in detail According to Mintzberg different managerial roles are divided under three categories: interpersonal, informational, and decisional which are subdivided into other categories. A. Interpersonal Roles (1) The figurehead role: Every manager must perform some duties of a ceremonial nature similar to the head of any other organization. (2) The leader role: This role involves leadership. (3) The liaison role: Here the manager makes contacts inside and outside the organization with a wide range of people B. Informational Roles (1) the monitor role: This role involves seeking current information from many sources. (2) The disseminator role: In the disseminator role, managers pass information to others, both inside and outside the organization. (3) The spokesperson role: In the spokesman role, managers send some of their information to people outside the organization.

C. Decisional Roles (1) the entrepreneur role: In the entrepreneur role, managers search for improvement in accordance to the changing conditions in the environment. (2) The disturbance handler role: This role involves responding to high-pressure disturbances. (3) The resource allocator role: In the resource allocator role, managers make decisions about how to allocate resources in order to attain the desired goals. (4) The negotiator role: The negotiations are duties of the manager's job.

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Q2. What are the 14 principles of management of Henri Fayol? The 14 principles of management of Henri Fayol are: 1. Specialization of work: Henri Fayol proposed that a specialization of work increases output by making employees more efficient. 2. Discipline: Employees must obey orders, and the organization should stress the importance of following rules and orders. 3. Authority: Managers must be able to give orders; therefore the organization must give managers the legitimate authority to give orders to subordinates. 4. Unity of command: Every employee should only have one boss to report to. 5. Unity of direction: Each activity performed by the organization should only have one manager giving directions. 6. Subordination of individual interest: The individual interest of an employee should never take precedence over the interest of the organization. 7. Remuneration policy: Employees should always be paid a fair payment for their services to the organization. 8. Centralization: Decisions should generally be taken by top management, and not by the subordinates of the company. 9. Scalar chain of command: Communication from the top of the organization to the employees should always follow a scalar chain of command, meaning that communication should preferably flow top-down. 10. Order: All materials and employees should have a prescribed place, where they should always be found. 11. Equity: There should always be a principle of fairness about how the organization treats its employees. 12. Personnel tenure: Limited employee turnover is generally a good thing, and good employees should be offered lifetime employment. 13. Initiative: Employees should be given the ability to show individual initiative, which will result in great results for the company. 14. Esprit de corps: There should be harmony and cohesion between members of the organization, which would result in high work moral and motivation.

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Q3. Mr. Narayan is senior manager HR with Brightshine Pints. He wants to develop a system which helps in drafting the plans, achieving them. It shall also help in improving the communication between the superior and subordinates. Suggest a technique, which may help to achieve this. Explain the Technique in detail. Mr. Narayan can use the M.B.O for his company. The techniques of M.B.O. was first used by Peter Drucker in 1954. Under this technique, the manager and subordinates together agree upon the targets, the type of activities, and the time schedule for using as a criterion for evaluating the performance of subordinates. The important areas where objectives are to be set according to Drucker are: Market Standing Innovation Productivity Physical and Financial Resources Profitability Managerial Performance and development Workers Performance and Attitude and Public responsibility Steps involved in M.B.O. The subordinate writes down his major areas of responsibility, discusses them with his superior and reaches an agreement. The subordinate sets objectives in each one of the major areas of responsibility and reviews them with his superior. The superiors guidance is essential in sizing up these objectives. Once again an agreement is reached on the objectives. The subordinate goes back and tries to put them into practice. The subordinate reviews the progress towards these objectives with his superior on a quarterly basis. During these meetings, objectives and plans are revised and updated as required. At the end of the given period, the subordinate submits in brief report of his accomplishments with comments on the variance between results actually achieved and the results expected. The superior and subordinate discuss the self-appraisal of the subordinate. The reason for goals not being achieved are explored at this meeting. As a final step, a new set of objectives is established for the following year along with recommendations for improvement, if any required.

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Advantages of M.B.O. It enables the individuals to know what is expected of them. It helps in drafting plans and helps in achieving them. It improves communication between the superior and subordinates. It enables individuals to be aware of the goals of the organization. It makes the evaluation process more equitable by focusing on specific accomplishment. It enables subordinates to know how far they have progressed.

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