“Assignment No 4”

Organizational Behavior

SUBMITTED BY :
Muhammad Ehtisham
Roll No: 2172032
BBA 8th Evening Section (B)
Department: Management sciences
SUBMITTED TO:
Dr. Adnan Riaz
At
NATIONAL UNIVERSTY OF MODERN LANGUAGES
Submission Date : October 23, 2020
Look for the answers of following Questions;
1) How would you define effective and successful and average managers?
Answer:
Successful Manager:

 Successful managers are those who have been promoted relatively quicker than the
effective managers.
 They are not engaged in day-to-day activities.

Effective Managers:

 Effective managers are those who have satisfied, committed subordinates and high
performing units.
 They done their job through high quality and standards as well as they getting the job
done through people which required their commitment and satisfaction.

2) How Henry Mintzberg and Henry Fayol figured out the roles and functions of a
manager?
Answer:
Henri Fayol:

 He discussed about the traditional definition of management. Managers perform all these
functions of planning, organizing, leading, controlling and assessment.
Henry Mintzberg:

 He challenged the classical view of Fayol about management.

 He concluded that the manager's job consisted of many brief and disjointed episodes with
people inside and outside the organization.
 He discounted notions such as reflective planning. Instead of the five Fayol functions of
management, Mintzberg portrayed managers in terms of a typology of roles. He
formulated three interpersonal roles (figurehead, leader, and liaison); three informational
roles (monitor or nerve center, disseminator, and spokesman), and four decision-making
roles (entrepreneur, disturbance handler, resource allocator, and negotiator).

3) How the author determined the daily activities of real managers? Write complete
methodology.
Answer: They took a grant from the Office of Naval Research, they used trained observers to
freely observe and record in detail the behaviors and activities of 44 "real" managers. Unlike
Mintzberg's and Kotter's managers, these managers came from all levels and many types of
organizations (mostly in the service sector — such as retail stores, hospitals, corporate
headquarters, a railroad, government agencies, insurance companies, a newspaper office,
financial institutions, and a few manufacturing companies). They reduced the data gathered from
the free observation logs into managerial activity categories using the Delphi technique. Delphi
was developed and used during the heyday of Rand Corporation's "Think Tank." A
panel offers independent input and then the panel members are given composite feedback.

4) Specify the real managers’ activities and their related descriptive categories?
Answer:
They developed four categories of real mangers activities. They describe their subcategories as
well to explain them in detail. These are following:
 Communication: The communication activity consists of exchanging routine
information and processing paperwork as well as answering procedural questions,
receiving and disseminating requested information, conveying the results of meetings,
giving or receiving routine information over the phone, processing mail, reading reports,
writing reports/memos/letters, routine financial reporting and bookkeeping, and general
desk work.
 Traditional Management: This activity consists of planning, decision making, and
controlling. Its observed behaviors include setting goals and objectives, defining tasks
needed to accomplish goals, scheduling employees, assigning tasks, providing routine
instructions, defining problems, handling day-to-day operational crises, deciding what to
do, developing new procedures, inspecting work, walking around inspecting the work,
monitoring performance data, and doing preventive maintenance
 Human resource management: This activity contains the most behavioral categories:
motivating/reinforcing, disciplining/punishing, managing conflict, staffing, and
training/developing.
 Networking: This activity consists of socializing/politicking and interacting with
outsiders. The observed behaviors associated with this activity include non-work related
"chit chat"; informal joking around; discussing rumors, hearsay and the grapevine;
complaining, griping, and putting others down; politicking and gamesmanship; dealing
with customers, suppliers, and vendors; attending external meetings; and doing/attending
community service events.

5) What methodology the author applied in determining the time allocation to various
activities of effective and successful manager?
Answer:
They collect the data on another set of 248 real managers (not the 44 used in the initial portion of
this study) were gathered. Trained participation observers filled out a checklist based on the
managerial activities at a random time once every hour over a two-week period. We found that
the real managers spend not quite a third of their time and effort in communication activities,
about a third in traditional management activities, a fifth in human resource management
activities, and about a fifth in networking activities.

6) What are the findings of the study in terms of time allocation to various activities to
both types of manager?
Answer:
This relative frequency analysis of time allocation based on observational data of a large sample
provides a more definitive answer to the question of what real managers do than the normative
classical functions and the limited sample of elite managers used by Mintzberg and Kotter.

 In the comparative analysis they found that the most successful (top third) real managers
were doing considerably spent more time in networking and slightly more routine
communication than their least successful (bottom third) counterparts.
 Effective managers spend more time in observed day-to-day activities and found that
communication and human resource management activities made by far the largest
relative contribution to real managers' effectiveness and that traditional management and
especially — networking made by far the least relative contribution.''

7) Do you believe, we can recommend any student to exercise political and socializing
tactics to rise high in the organization? If not, then what the possible implications of
the study?
Answer:

 No, we never recommend any student to exercise political and socializing tactics to rise
high in the organization, because it gave negative impact between teacher and student
relationship and did not fair for both. It creates problem and biasness in future.
 In my point of view the possible implication is we need to pay more attention to formal
reward systems to ensure that effective managers are promoted. to performance is a must
if organizations are going to move ahead and become more productive. Organization
must move on to performance-based promotion.
 we must learn how effective managers do their day-to-day jobs. Managers that are
effective should be promoted. In the long run organizations must develop cultural values
that support and reward effective performance, not just successful socializing and
politicking.
 It also implies on importance they give and effort they devote to the human oriented
activities of communicating and human resource management. How human resources are
managed — keeping them informed, communicating with them, paying attention to them,
reinforcing them, resolving their conflicts, training/developing them — all contribute
directly to managerial effectiveness.
 Problems facing todays organization can use the networking implication from this study
will lead them to resolve problems as well as increase productivity. Because socializing
with outsiders like suppliers will build strong relationship with them which helps
organization in purchasing raw materials etc.