Management is very important for any organization without proper management you cannot achieve the required objectives. It is an important force which coordinate the individual efforts.
According to Mintzbergmanagerial roles are as follows: This involves the role of assimilating and disseminating information as and when required. Following are the main sub-roles, which managers often perform: 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. It involves decision making. Again, this role can be sub-divided in to the following: Entrepreneur — initiating new ideas to improve organizational performance b.
Disturbance handlers — taking corrective action to cope with adverse situation c. Resource allocators — allocating human, physical, and monetary resources d. Negotiator — negotiating with trade unions, or any other stakeholders 3. 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: Figurehead — Ceremonial and symbolic role b.
Leadership — leading organization in terms of recruiting, motivating etc. Liaison — liasoning with external bodies and public relations activities. Katz has identified three essential management skills: The ability is 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. This is the ability to work with, understand and motivate other people both individually and a group. This requires sensitivity towards others issues and concerns.
People, who are proficient in technical skill, but not with interpersonal skills, may face difficult to manage their subordinates.Smu Mba Mb EMAIL- [email protected] FOR SOLVED ASSIGNMENTS VISIT timberdesignmag.com OR EMAIL- [email protected] ASSIGNMENT Drive Program Semester Subject code & name Book ID Credits & Marks SUMMER MBA/ MBADS/ MBAFLEX/ MBAHCSN3/ PGDBAN2 1 MB – Management Process and Organization Behavior B 4 CREDITS,60 MARKS * Note – Answer .
DSST EXAM CONTENT FACT SHEET Page 1 DSST | timberdesignmag.com DSST® ORGANIZATIONAL BEHAVIOR EXAM INFORMATION. This . ASSIGNMENT Drive SUMMER Program MBA/ MBADS/ MBAFLEX/ MBAHCSN3/ PGDBAN2 Semester 1 Subject code & name MB Management Process and Organization Behavior Book ID B Credit and Max.
Marks 4 credits; 60 marks Note – Answer all questions.
Jan 18, · Positive reinforcement – This is the process of getting something pleasant as a consequence of a desired behavior, to strengthen the same behavior. For example, one get a commission, if he/she achieves sales target. Orgb4 - chap. 1. STUDY. PLAY. The study and management of organizational behavior is primarily an art rather than a science.
The result of an organization's conversion process. Output. The specific setting within which organizational behavior is enacted.
Organizational Context. DSST EXAM CONTENT FACT SHEET Page 1 DSST | timberdesignmag.com DSST® ORGANIZATIONAL BEHAVIOR EXAM INFORMATION. This .