E.G.S. PILLAY ENGINEERING COLLEGE Rev.

0
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COE/2018/QB
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1703BA013 – MANAGERIAL BEHAVIOUR AND EFFECTIVENESS

Academic Year : 2019-2020 Programme : MBA
Year / Semester : II/III Course Coordinator: MR. S.
Question Bank SAKTHI
KAMAL
NATHAN

Course Objectives Course Outcomes

On completion of the course, students will be able to
1. To understand the dimensions of
1. Gain knowledge about appropriate style of managerial
managerial job
behaviour.
2. Analyze the issues of managerial jobs.
2. To enable the students to become 3. Able to apply an appropriate style of managerial behaviour
effective managers. and approach to manage people.
4.
Evaluate how effective delegation occurs in the organisational
3. To develop the winning urge among the setting
students 5. Apply winning attitude, competitive spirit and creativity for
success.
Note: Prepare QB with questions and Key for each question. Avoid typing entire answers which can’t be
allowed.

S.N Questions Mark BTL

o
CO1: Gain knowledge about appropriate style of managerial behaviour
1 Define manager?
Manager is a person who plans, organizes directs & controls the allocation of human, K2
2
material, financial& information resources in pursuit of the organization goals.
2 What is meant by Managerial Job?
A managerial job should be based on a task that has to be done to attain the
company’s objectives. It should always a real job- one that makes a visible if possible 2 K2
measurable contribution to the success of the organization.
3 List out the different kinds of effectiveness.
Apparent effectiveness,
personal effectiveness,
Leadership effectiveness, 2 K2
Team effectiveness,
Organizational effectiveness,
Managerial effectiveness.
4 List out the types of managers?
Functional, 2 K2
General,
Administrative,
Entrepreneurs small business owners,
Team leaders.
5 How to improve decision making?
Brain storming 2 K2
Nominal group technique
Electronic meeting
6 What are the Types and Methods of control?
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Types: 2 K2
Feed forward control
Concurrent control
Feedback control
Methods:
Mechanistic,
Organic,
Market,
Finance of accounting,
Automation based control.
7 What you mean by Time Management?
Time management is the act or process of planning and exercising conscious control
over the amount of time spent on specific activities, especially to increase
effectiveness, efficiency or productivity. 2 K2
8 Equation for effective time management?
Effective time management = Right motivation+Right frame of mind+right teaching. 2 K1
9 Define Job Description.
A job description is a list that a person might use for general tasks, or functions, and
responsibilities of a position. It may often include to whom the position reports,
specifications such as the qualifications or skills needed by the person in the job, or a
salary range. 2 K1
10 Who is a Trainee?
A trainee is commonly known as an individual taking part in a trainee program or a
graduate program within a company after having graduated from university or
college. A trainee is an official employee of the firm that is being trained to the job
he/she was originally hired for. 2 K1
11 Who is a Trainer?
A trainee is commonly known as an individual taking part in a training program or a
graduate program within a company to train the employees of the company. A trainer
is an official employee of the firm who trains the employees to the job he/she was
originally hired for. 2 K1
12 What is Talent?
Talent means the skill that someone has quite naturally to do something that is hard.
Someone who has talent is able to do something without trying hard. It is an ability
that someone is born with. It is a high degree of ability or of aptitudes. People may 2 K1
have talent for music, dancing, acting, sport or other skills.
13 What Is Delegation?
Delegation is the assignment of responsibility or authority to another person
(normally from a manager to a subordinate) to carry out specific activities. It is one of
the core concepts of management leadership. However, the person who delegated the
work remains accountable for the outcome of the delegated work. 2 K1
14 What are the Functional Dimensions of Henri Fayol?
Production
Marketing
Human Resource 2 K2
Finance
15 What you mean by Liaison Role?
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Managers act as liaisons when making contacts with people outside of their area of
responsibility, both inside their organization and outside in the world at large 2 K1

CO2: Analyze the issues of managerial jobs

1 What is Talent Management?
Talent management refers to the anticipation of required human capital for an
organization and the planning to meet those needs. Everything done to recruit, retain,
develop, reward and make people perform forms a part of talent management as well 2 K2
as strategic workforce planning.
2 What is meant by Recruitment?
Recruitment refers to the overall process of attracting, selecting and appointing
suitable candidates for jobs within an organisation, either permanent or temporary.
2 K1
3 What is meant by Motivation?
Motivation is a theoretical construct, used to explain behavior. It is the scientific word
used to represent the reasons for our actions, our desires, our needs, etc. Motives are 2 K2
hypothetical constructs, used to explain why people do what they do.
4 What is Executive Development?
Executive development is the whole of activities aimed at developing the skills and
competencies of those that (will) have executive positions in organizations. 2 K1
5 What is meant by Selection?
A selection test is a systematic and standardized procedure of sampling human
behavior to obtain qualified applicants for organizational activities. 2 K1
6 Classify the talents?
Striving Talents,
Thinking Talents,
Related Talents. 2 K2
7 What are the Managerial abilities?
Supervisor ability, 2
K1
Intelligence ,
Initative,
Interacting ability,
Organisation ability.
8 What are the Internal sources of recruitment?
Organization database,
Job postings, 2 K2
Promotion,
Transfer,
Deputation,
Current employee references.
9 What are the External sources of recruitment?
Campus recruitment, 2 K2
Advertisement,
Employment,
Professional associates,
Outsourced Recruitment
10 What are the Factors Affecting Managerial Compensation?
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Job size, Individual managerial characteristics, Managerial Labour market, Product K2

market conditions& employer‘s cost structure, Remuneration philosophy of the 2
company, Job evaluation.
11 What are the Types of Managerial Compensation?
Merit pay,
Performance based pay, 2 K1
Job competency pay method,
Remuneration & Quality culture.
12 List out the Methods of Performance Appraisal?
Alphabetical/Numerical method,
Trait rating scale, 2 K1
Behaviorally anchored rating scales,
Forced Distribution ratings,
Ranking, Paired Comparison,
MBO,
Work,
Standard Approach,
Written report/Narrative Essay,
Critical incidents method.
13 What are the Types of Rewards?
Incentive Bonus,
Executive stock option, 2 K1
Referred compensation,
Executive Insurance,
Executive prerequisites
14 What is meant by Pay?
A pay or salary is a form of periodic payment from an employer to an employee, 2 K1
which may be specified in an employment contract
15 What is an Career Pathing?
Career Pathing is a process used by an employee to chart a course within an
organization for his/her career path and career development 2 K2
CO3: Able to apply an appropriate style of managerial behaviour and approach to manage people
1 Who is an Effective Manager?
An effective manager takes responsibility for ensuring that each individual within his 2 K1
department succeeds and that the team or business unit achieves results.
2 How will you measure managerial effectiveness?
Managerial effectiveness is measured through comparing the actual standard set with 2 K2
the achieved standard. Both the standards will match perfectly provided the managers
prove to be an effective delegator, frank and fearless, well-defined, award
subordinates for good job, pro-active, innovative, energetic and adaptive in approach.
3 What are the Important Behaviors of managers?
To set goal realistically,
Delegate frequently & effectively, 2
Communicate effectively, K2
Express hostility tactfully
4 What are the Methods of measuring managerial effectiveness?
Casual variables, Intervening variables, Output variables 2 K2
Supervisory rankings, Salary, Hierarchical position
5 What are the Factors affecting managerial effectiveness?
Economic factor,
Govt policies, 2 K2
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Political & legal factor,

Technological factor,
Infra structure factor,
Market factor,
International factor.
6 What are the Economic Factors in managerial effectiveness?
Fiscal policy,
Monetary policy, 2
Prices of income trends, K2
Nature of economic system at work,
National economic plan,
Balance of payment
7 What are the Govt policies in managerial effectiveness?
Exim policy,
Industrial incentives, 2 K1
Credit policy of RBI,
Policies regarding Foreign investment,
Corporate tax policy,
Subsidy to various sector and Industrial licensing policy
8 What are the Technological factor in managerial effectiveness?
Availability of appropriate technology/technique, Cost of technique transfer,
Adoption for foreign technology, R & D facilities, Product & innovational
opportunities. 2 K1
9 What is Efficiency?
Do things right, Solve problems, Safe guard resources, follow duties, lower cost. 2 K2
10 What is Effectiveness?
Person, process, product approach, Structure approach, Behavioural approach,
Personal effectiveness approach
2 K2
11 Define Strategic Thinking?
The ability to analyze the organization‘s competitive position by considering market
and industry trends, existing and potential customers (internal and external), and
strengths and weaknesses as compared to competitors. 2 K2
12 Define Stress Management
The ability to keep functioning effectively when under pressure and maintain self
control in the face of hostility or provocation/ frustration. 2 K1
13 What is idea of Effectiveness?
The idea of effectiveness is based on the view that all managerial positions are best
seen in terms of the output associated with it. 2 K2
14 What is Managerial Grid?
A graphic presentation of a two dimensional view of leadership style has been
developed by Blake and Mouton. They proposed a Managerial Grid based on the 2 K1
styles of ‘concern for people’ and ‘concern for production’
15 What are the five basic styles of leadership identified from managerial grid?
Task Management
Country Club Management
Middle of the road management 2 K1
Team Management
Impoverished management
CO4: Evaluate how effective delegation occurs in the organisational setting
1 What is meant by Organization?
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An organization is a group of people who work together, like a neighborhood

association, a charity, a union, or a corporation. Organization is also the act of 2
forming or establishing something (like an organization). It can also refer to a system K1
of arrangement or order, or a structure for classifying things
2 Who is a Leader?
A leader is "a person who influences a group of people towards the achievement of a
goal" 2 K1
3 Define Group
Group is defined as something related to a collection or a number of people or things.
2 K1
4 What is competition?
It means the activity or condition of striving to gain or win something by defeating or
establishing superiority over others 2 K1
5 Define Organization as a Process
Organizational process assets enable consistent process performance across the
organization and provide a basis for cumulative, long-term benefits to the
organization 2 K1
6 What is Organizational Climate?
Organizational climate (sometimes known as Corporate Climate) is the process of
quantifying the ―culture‖ of an organization, it precedes the notion of organizational
culture 2 K1
7 What you meant by Leadership?
The individuals who are the leaders in an organization, regarded collectively. A leader
steps up in times of crisis, and is able to think and act creatively in difficult situations.
The activity of leading a group of people or an organization or the ability to do this. 2 K1
Leadership involves:
Establishing a clear vision,
Sharing that vision with others so that they will follow willingly,
Providing the information, knowledge and methods to realize that vision, and
Coordinating and balancing the conflicting interests of all members and stakeholders.
8 Define Job Challenge?
Challenging job is Employee take any job as a challenge one. It should have more
difficulties and opportunities in the job 2 K2
9 What are Eight steps Organizational Processes?
Organisation goals or objectives,
Task requirements,
Division of tasks, 2 K1
Integration of jobs,
Selection of personnel,
Assignment of work positions,
Granting the authority,
Determination of superior subordinate relationships
10 What are the features of Organization?
The organization is composed of people who interact among themselves.
The interactions are specified by some sort of structure.
The interactions are means to achieves some sort of object. 2 K1
11 What are the activities in Organizational Processes?
Identifying the work, 2 K2
Grouping the work,
Establishing relationships,
Measurement evaluations & control,
Delegation of authority & responsibility,
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Empowerment, Decentralization.
12 What are the Element of organization?
Departmentation,
Linking department, 2
Delegating authority & responsibility, K2
Preserving authority relationship
13 What is organization climate?
The organization climate comprises all those factors which influence behavior in an
organization & which are common to essentially unrelated positions in that 2 K2
organization.
14 What are the types of organizational climate?
Systems,
People,
Production, 2 K1
Team
15 What are the types of power?
Types of Power:
Legitimate,
Reward, 2 K1
Coercive,
Expert,
Referent,
Position,
Personal power.
CO5: Apply winning attitude, competitive spirit and creativity for success
1 What you meant by Negotiation?
Negotiation is a dialogue between two or more people or parties intended to reach an
understanding, resolve points of difference, to gain advantage for an individual or
collective, or to craft outcomes to satisfy various interests 2 K2
2 Write a note on Development of Competitive Spirit?
When a firm is implementing a value creating strategy not simultaneously being
implemented by any current or potential competitors, then we can say the firm has a
Competitive advantage. 2 K1
3 What is meant by Innovation?
The process of translating an idea or invention into a good or service that creates
value or for which customers will pay. 2 K2
4 Define Brain Storming
Brainstorming is a group or individual creativity technique by which efforts are made K2
to find a conclusion for a specific problem by gathering a list of ideas spontaneously
contributed by its member(s) 2
5 What you meant by Integrative Bargaining?
Integrative bargaining (also called "interest-based bargaining," "win-win bargaining")
is a negotiation strategy in which parties collaborate to find a "win-win" solution to
their dispute 2 K1
6 Make a note on Self Development?
Self-development is taking steps to better yourself, such as by learning new skills or
overcoming bad habits. 2 K2
7 What is meant by Knowledge?
Knowledge is a familiarity, awareness or understanding of someone or something,
such as facts, information, descriptions, or skills, which is acquired through 2
experience or education by perceiving, discovering, or learning. K2
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8 Define Creativity?
Creativity is a phenomenon whereby something new and, in some way, valuable is 2
created (such as an idea, a joke, a literary work, painting or musical composition, a K2
solution, an invention etc.)
9 What is Mind-Mapping?
A mind map is a diagram used to visually organize information. A mind map is
often created around a single concept, drawn as an image in the center of a blank 2
landscape page, to which associated representations of ideas such as images, words K2
and parts of words are added.
10 Mention Five inter connected stages of creative process
 Preparation,
 Concentration, 2
 Incubation, K1
 Illumination,
 Verification
11 What is Pepacation?
Investigating an essueor problem to ensure that all its aspects have been identified &
understood. This stage involves searching for & collecting fact and ideas. 2
K1
12 What are the steps in Self development process?
Thinking, sorting out new ideas, giving up old ideas, trying out something new
taking a risk trying a achieve a goal.
2
13 What do you mean by the self?
The Self is a complex cluster of attributes. Development of the self involves
exploring questions about these attributes and your relationship to them. 2 K1
14 What is Knowledge management?
It is the collection of processes that govern the creation, dissemination and
utilization of knowledge. 2 K2
15 Mention the Types of knowledge
 Tacit and explicit,
 Culturally based, 2 K1
 Knowledge structures and mapping
Note : 12 Questions with answer key must be prepared for each CO.
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PART – B (12 Mark Questions with Key)

S.No Questions Mark BTL

CO1: Gain knowledge about appropriate style of managerial behaviour

1 Discuss the General Dimensions of Managerial Jobs 12
According to Peter Drucker, Management implies ‗Effectiveness‘ and
effectiveness involves a set of practices that can be learned. Such practices
include:
• Management of time
• Focusing on employees and customers
• Building on strengths
• Identifying priorities
• Making effective decisions
According to Peter Drucker, Management implies ‗Effectiveness‘ and
effectiveness involves a set of practices that can be learned. Such practices
include: • Management of time • Focusing on employees and customers •
Building on strengths • Identifying priorities • Making effective decisions
Managerial Job-Descriptive Dimensions
General Functions of a Manager
1. General Functions of a Manager
Planning - plans to integrate and coordinate activities.
Organizing- includes the determination of what tasks are to be done, how the 10 K2
tasks are to be grouped, who reports to whom and where the decisions are to be
made.
Leading - management‘s job to direct and coordinate people. When managers
motivate subordinates, direct the activities of others, select the most effective
communication channel, or resolve conflicts among members.
Controlling - To ensure that things are going, as they should, management must
monitor the organization‘s performance.
Functional Dimensions: Henri Fayol
The other activities of a business enterprise that managers perform, according to
Fayol, could be divided into six categories:
1. Technical (Production, Manufacturing)
2. Commercial (Buying, Selling, Exchanging)
3. Financial (Obtaining and using capital)
4. Security (Protecting of property and persons)
5. Accounting (Balance sheet, stock taking, statistics, costing)
6. Managerial (Planning, Organizing, Commanding, Co-coordinating, Control)
Conclusion 2
2 Briefly explain about the Managerial Job Model and Methods of Managerial 12
Effectiveness
1. Heuristic Model 1
2. Heroic Model
3. Manager as a Master Technician
4. Manager as Conductor
5. Manager as a Developer K3
Heuristic Model 6
 Involves planning, assigning, monitoring & coordinating activities of org.
 Lack of participative decision making
 Manager centered
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 Success rely on control capability

Manager as Master Technician
 Emphasizes on technical knowledge
 Individualistic attention & expectations given more importance
 Interpersonal relations are minimal
 Subordinates confidence is undermined
Manager as Conductor
 Manager try to solve conflicts between managerial & subordinate thinking
 Subordinates involvement is must
 To get subordinate ideas may be time consume
Manager as Developer
 Subordinates share managerial & task responsibility  Crisis management
is possible
 New opportunities can assess easily
 Knowledge & Expertise sharing become possible
 Continuous development of individual skills are possible
METHODS: 5
1. Job analysis method
2. Contingency method
3. Interpersonal behavior method
4. Group behavior method
5. Decision method
6. System method
7. Mckinsey’s 7S method
1. Job Analysis Method - Observation method - Observe employee & record activity
2. Contingency Method - Requires thorough knowledge of situational variable &
external factor - Calls for knowledge & analytical ability on part of manager -
Leadership behavior of manager must be appropriate to situational demand
3. Interpersonal Behavior Method - Focus on interpersonal behavior, human relation,
leadership & motivation - Based on individual psychology - Ignores planning,
organizing & controlling - Psychological training is not enough to become an
effective manager
4. Group Behavior Method - Behavioral theorists viewed organization from
individual’s point of view. - Emphasizes individual attitude, behavior & group
process - Recognize significance of behavioral process in workplace - Often not
integrate with management concepts, principles, theory & techniques
5. Decision Method - Specify objectives & criteria for making decisions - Develop,
analyze & compare alternative - Select best alternative & implement - Monitor and
desired results achieved - Does not take total view of management - Rational
decision making is challenge
System Method - Is a set of interdependent subsystem together perform some
function - Organization is dynamic system, responsive, sensitive & vulnerable to
environmental changes - Gives singular expansive & detail framework to diagnose
problem - Used to get quick perception - Very complicated and expensive
6. Mckinsey’s 7S Method - The model is most often used as an organizational
analysis tool to assess and monitor changes in the internal situation of an
organization. - Its objective is to analyze how well an organization is positioned to
achieve its intended objective. - The basic premise of the model is that there are
seven internal aspects of an organization that need to be aligned if it is to be
successful. 1. Strategy 2. Structure 3. Systems 4. Shared Values 5. Skills 6. Staff 7.
Style
Conclusion 1
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3 How a manager will be an optimiser? Explain 12 K2

Introduction 1
— Effective manager focuses on what he is doing and efficiency deals with how 10
well he does with minimum wastage of resources.
— Since managers deal with input resource that is scarce such as money, people,
equipment, and time, they should be more concerned about its efficient utility,
minimizing resource cost and optimizing the output.

— According to Campbell, in his behavioural approach, effective manager is said

to be an optimizer in utilizing all available and potential resources.
— Effective managerial job behaviour talks about as "any set of managerial actions
believed to be optimal for identifying, assimilating/ incorporating and utilizing both
internal and external resources towards the functioning of the organizational unit and
sustaining in the long run, for which a manager has high degree of responsibility‖.
— Therefore effective manager is expected to work as an optimizer by focusing on
low waste and high goal attainment
— Effective managers do differently from their less-effective counterparts.
— Have high concern for people and productivity
— Effective managers can communicate
— Spend Time in Managing
— Using General Style
— Allow Employees to Influence them
— Have influence upward
— Minimize Status Differences
Spend Time Managing
The effective manager spend most of their time manager. That is they spend most of
their time identifying opportunity for improvement, locating problems, training
subordinates, developing contacts with other in the organization, working through
inter- unit differences .
Manager as a Optimizer
The actions he is to take will arise from the answers a manager gives to these
questions.
§ What is my potential contribution?
§ What are my objectives?
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§ What does it take to be effective here?

§ What needs changing?
§ What is organization‘s philosophy
§ What can I do now?
Conclusion 1
4 What is the Effective Job Behaviour Skills Required for Manager? 12 K2
Introduction 1
SKILLS REQUIRED BY THE MANAGERS 10
• Technical – at supervisory role
A technical skill is an ability to use a special proficiency or expertise relating to a
method, process, or procedure.
• Human – middle level: Human skill is the ability to work well in co-operation
with other persons. It emerges as a spirit of trust, enthusiasm, and genuine
involvement in interpersonal relationships.
Good human skills to communicate, motivate and delegate.
• Conceptual Skill- Top Level
A conceptual skill that draws heavily on one‘s mental capacities to identify problems
and opportunities, gather and interpret relevant information, and make good
problem-solving decision that serve the organizations‘ purpose.
Top Managerial Level- Change Management Change
• Change is the norm
• Change is unavoidable
• Task of the organization is to lead change.
A change leader (Top Management) sees change as an opportunity. The following
four components should be given more attention by the managers.
• Change Policies
– Abandon yesterday
– Organized improvement
– Exploiting success
• Piloting
• Changes & continuity – balancing
• Making the future
Conclusion 1
5 Discuss about Henry Mintzberg ‘s Role Dimensions 12 K2
Introduction 1
Henry Mintzberg describes the operational work of managers in terms of managerial 10
roles.
The activities that are carried out by those managers are key elements. The way in
which the Mintzberg Managerial Roles are carried out, are influenced by individual
and situational factors. Henry Mintzberg initially divided the ten managerial Roles
into three sub categories:
Interpersonal contact
Information processing
Decision making
Interpersonal contact
Interpersonal contact concerns the contact between the manager and the people in his
environment. For example, subordinates, other managers, the board of directors, the
works council, customers and suppliers.
The following Mintzberg Managerial Roles are primarily concerned with
interpersonal contact:
1. Figurehead
As head of a department or an organisation, a manager is expected to carry out
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ceremonial and/or symbolic duties. A manager represents the company both

internally and externally in all matters of formality.
He is a networker, but he also serves as an exemplary role model. He is the one who
addresses people celebrating their anniversaries, attends business dinners and
receptions.
2. Leader
In his leading role, the manager motivates and develops staff and fosters a positive
work environment. He coaches and supports staff, enters (official) conversations
with them, assesses them and offers education and training courses.
3. Liaison
A manager serves as an intermediary and a linking pin between the high and low
levels. In addition, he develops and maintains an external network.
As a networker he has external contacts and he brings the right parties together. This
will ultimately result in a positive contribution to the organization.
Information processing
According to Henry Mintzberg, the managerial role involves the processing of
information which means that they send, pass on and analyze information. Managers
are linking pins; they are expected to exchange flows of vertical information with
their subordinates and horizontal flows of information with their fellow managers
and the board of directors. Furthermore, managers have the responsibility to filter
and transmit information that is important for both groups. The following Mintzberg
Managerial Roles fall under process information:
4. Monitor
As a monitor the manager gathers all internal and external information that is
relevant to the organization.
He is also responsible for arranging, analyzing and assessing this information so that
he can easily identify problems and opportunities and identify changes.
5. Disseminator
As a disseminator the manager transmits information to his subordinates and to other
people within the organization.
This may be information that was obtained either internally or externally.
6. Spokesman
As a spokesman the manager represents the company and he communicate to the
outside world on corporate policies, performance and other relevant information for
external parties.
Decision-making
Managers are responsible for decision-making and they can do this in different ways
at different levels. The leadership style is important in decision-making.
An authoritarian leader is sooner inclined to make decisions independently than a
democratic leader. The following Mintzberg Managerial Roles fall under decision-
making:
7. Entrepreneur
As an entrepreneur, the manager designs and initiates change and strategies.
8. Disturbance handler
In his managerial role as disturbance handler, the manager will always immediately
respond to unexpected events and operational breakdowns. He aims for usable
solutions.
The problems may be internal or external, for example conflict situations or the
scarcity of raw materials.
9. Resource allocator
In his resource allocator role, the manager controls and authorizes the use of
organizational resources.
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He allocates finance, assigns employees, positions of power, machines, materials and

other resources so that all activities can be well-executed within the organization.
10. Negotiator
As a negotiator, the manager participates in negotiations with other organizations
and individuals and he represents the interests of the organization.
This may be in relation to his own staff as well as to third parties. For example,
salary negotiations or negotiations with respect to procurement terms.
Skills
According to Henry Mintzberg, the skills of individual managers do not always
contribute to the success of an organization.
Effective managers develop themselves based on protocols for action. In addition,
they use their leadership roles independently and they know to use the right role for
the right situation.
The Mintzberg Managerial Roles make it easier to understand what the nature of
their work is. Mintzberg’s objective was to observe and analyze managerial
behaviour.
By studying the Mintzberg Managerial Roles, it is possible to find out in which areas
managers can improve themselves and how they can develop the right skills.
Tool for managers
The 10 Mintzberg Managerial Roles provide a tool for managers and other people in
leading positions. By understanding their own roles, they can find out how much
time they devote to the activities below:
Directing subordinates
Attending meetings as a Liaison
Representing the organization
Transmitting information
Analyzing information
Allocation of resources
Negotiating resources
Problem solving
Developing new ideas
Promoting the interests of the organization
Conclusion 1
6 Explain the Principles of Time Management 12 K2
Introduction 1
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Conclusion 1
CO2: Analyze the issues of managerial jobs
1 What are the Managerial career stage? Explain 12
Introduction 1
 Trial stage,
 Establishment stage, K2
10
 Maintenance stage,
 Decline stage
Conclusion 1
2 How to Identify Talent? 12 K2
Introduction 1
 Discover your strongest traits to find an ideal career path. 3
 Know what natural talents you possess
 Recognize and overcome negative character traits
 Better quality of work 3
 Reduced learning period
 Assess your successful and failed jobs 4
 Envision your ideal career path
 State the Importance of Training Programs.
 Training can develop high morale in employee.
 Training leads to higher productivity.
Conclusion 1
3 What is meant by Pay and explain the types of rewards 12 K2
Introduction 1
A Pay or salary is a form of periodic payment from an employer to an employee, 2
which may be specified in an employment contract.
Types of rewards: 8
 Extrinsic rewards: concrete rewards that employee receive.
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 Bonuses
 Salary raises
 Gifts
 Promotion
 Intrinsic rewards: tend to give personal satisfaction to individual
 Information / feedback
 Recognition
 Trust/empowerment
Conclusion 1
4 Explain about 360-degree Performance appraisal 12 K2
Introduction 1
360-degree feedback will include direct feedback from an employee's 7
subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.
It can also include, in some cases, feedback from external sources, such as
customers and suppliers or other interested stakeholders.
Feedback is taken for everyone from everyone 3

Conclusion 1
5 What is career pathing? What are the stages in career and explain about career 12 K2
development?
Introduction 1
Career Pathing: a process used by an employee to chart a course within an 5
organization for his/her career path and career development.
Exploration
Establishment
Mid-career
Late career
Decline
Career development: 5
career includes all the roles you undertake throughout your life - education, training,
paid and unpaid work, family, volunteer work, leisure activities and more.
"Career" was traditionally associated with paid employment and referred to a single
occupation.
Career Development is the lifelong process of managing learning, work, leisure, and
transitions to move toward a personally determined and evolving preferred future.
Conclusion 1
6 Explain Managerial and Organizational career planning? 12 K4
Introduction 1
Managerial: Analyzing managers needs of aspirations, analyzing career opportunity, 5
Identify concurrence & un-concurrence.
Organizational: To assess managerial requirements, career path for each manager, 5
Integrate career goals of organization needs, Initiate career development efforts
Conclusion 1
CO3: Able to apply an appropriate style of managerial behaviour and approach to manage people
1 What is managerial effectiveness? 12 K2
Introduction 1
Managerial effectiveness is a leader's ability to achieve desired results. How well he 10
applies his skills and abilities in guiding and directing others determines whether he
can effectively meet those results. If he can, his achievements are poised to help the
organization gain a competitive edge against rival organizations heading into the
future.
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Conclusion 1
2 What are the Methods of measuring managerial effectiveness? Explain 12 K2
Introduction 1
Methods: Casual variables, Intervening variables, Output variables.
Casual Variable: Leadership strategies, Skill & styles, Management decisions,
Organization philosophies objective, policy & structure, Available Technology.
Intervening variable: Commitment to objectives, Motivation & morale of
10
employees, Communication, Conflict reservation, Decision making & problem
solving.
Output variables: Production output, Cost, Sales, Profit-earnings,
Management-union relations, Turnover.
Conclusion 1
3 What are the Infrastructural, Market and International factors in managerial K3
12
effectiveness?
Introduction 1
Infrastructural: Availability of sources of raw managerials, Prices of input,
Availability of power, Availability of manpower, Communication channel.
Market: Business strategy, Consumer Behaviour, Demand & supply, Strength of
competitions, Marketing intermediaries, Population growth, Ad & sales promotion, 10
Entry of new competitors.
International: Worldwide technological trend, Balance of payment, Relationship with
neighboring countries, Stability of rate of dollars.
Conclusion 1
4 What is Structural and Behavioral Approach? 12 K2
Introduction 1
Structural: Rules, Methods, Procedures, Structures.
Behavioral: Managerial effectiveness is to be seen terms of optimization rather than
maximization. The effective manager is said to be an optimizer in utilizing all 10
available potential resources.

Conclusion 1
5 What is Personal effectiveness approach? 12 K2
Introduction 1
Managers personal goals are taken the main area of interest. The manager is
primarily interested in personal effectiveness. The idea behind approach seems to be 5
possible if managers are they are effective
Personal effectiveness is a branch of the self-help movement dealing with success,
goals, and related concepts. A primary differentiating factor is that Personal
5
Effectiveness proponents generally take a more systematic approach including
several factors besides simple positive thinking.
Conclusion 1
6 What is High and Low effectiveness? 12 K2
Introduction 1
High: Self-confidence, perceptive, Good listener, Frank Task oriented, Open. 3
Low: Unperceptive, Secretive, Precaution minded, Egocentric, Closed, Superficial 4
How high effectiveness affects the growth of an organization
3
How low effectiveness declines the growth chart of an organization
Conclusion 1
CO4: Evaluate how effective delegation occurs in the organisational setting
1 Explain the various types of climates? 12 K2
System Climate: Little personal communication regentrify organization rather than 12
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individual intellect is valued by senior management.

People climate: Recognition of the individual There is usually a good linkage up
and down the organization & across it. Usually they are team members superiors &
subordinates
Production climate: It tends to give dominance to the work process. o It identify
with superiors and with the technical system of the organization.
Team climate: Integrate individual with organization/technology. The climate
leads to judge people on their willingness to join & work with the team & their
general skill in teamwork.
Input oriented climate: Stagnant, Acquiescent, Authoritarian, Ambivalent.
Output oriented climate: Conforming, Human size, Dedicated, Achievement.
2 What you meant by Influence and what is meant by power? 12 K2
Introduction 1
Influence is the ability to affect the perceptions, attitudes or behaviors of others
3
Power is the potential ability of a person or group to exercise control over another
person or group.
7
Types of Power: Legitimate, reward, Coercive, Expert, Referent, Position, Personal
power.
Conclusion 1
3 What are the Personality traits of effective leaders? 12 K2
Introduction 1
Self-confidence 10
Humility
Trustworthiness
Extroversion
Assertiveness
emotional stability
sense of humor
Conclusion 1
4 What is Leadership substitutes? 12 K2
Introduction 1
Are individual, task and organizational characteristics that tend to outweigh the 10
leader ability affect subordinate satisfaction and preformation.
Conclusion 1
5 What is Competition and list out the functions of competition? 12 K2
Introduction 1
Competition occurs when two are more individual or groups are striving for a goal 3
that can be
achieved by only one
Functions of Competition: 7
 Sense of identity
 Responsibility
 internal standards
 excellency
 individual creativity
 autonomy.
Conclusion 1
6 Types of groups and aspects 12 K2
Introduction 1
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From an organizational point of view, there are basically two types of groups. These 2
are formal groups and informal groups
Formal Groups: A group is formal when it is purposely designed to accomplish an 10
organizational objective or task. It is created via formal authority for some defined
purpose.
The formal groups usually work under a single supervisor, even though the structure
of these groups may vary. For example, in one form of group such as in production,
the members of the work group depend on each other as well as on the supervisor
and in another form of group, such as sales force, the members of the group work
fairly independently and their common contact may be the district sales manager.
Other types of formal groups include task forces and committees. The task forces are
temporary in nature and are set up for some special projects. The committees can be
permanent, such as a planning committee, a finance committee or a budget
committee and may become an integral part of the organizational structure.
A committee can also be temporary such as a special task force that is set up for a
particular purpose and is then disbanded when the purpose is achieved. For example,
the committee to reelect the President is temporary in nature and is disbanded after
the election.
Informal Groups
Whereas formal groups are established by organizations to achieve some specific
objectives, informal groups are formed by the members of such groups by
themselves. They emerge naturally, in response to the common interests of
organizational members. They are formed spontaneously, without any formal
designation, and with common interests such as self-defense, work assistance and
social interaction.
They exist outside the formal authority system and without any set rigid rules.
Though officially unrecognized, they exist in the shadow of the formal structure as a
network of personal and social relations that must be understood and respected by
the management.
Conclusion 1
CO5: Apply winning attitude, competitive spirit and creativity for success
1 What are the factors influencing Negotiation? 12 K2
Introduction 1

Disagreement 10
Argument
Clash of goals, interests and perceptions
Difficulty in making a decision
Inadequate or poor communication
Incompatible personalities

Conclusion 1
2 What you meant by Paradigm Innovation? 12 K2
Introduction 1
Paradigm-based innovations relate to the mental models which shape what an 10
organization or business is about. Henry Ford provides a pithy quote, when talking
about the development of the Model T motor car: If I asked people what they
wanted, they would have asked for a five-legged horse ‘.
Conclusion 1
3 What is creativity? 12 K2
Introduction 1
Creativity is the ability ti visualize generate and implement new ideas creative 10
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thinking increases the quality of solutions to many types of problems. help stimulate
in motivation, revitalizes motivation & commitment by challenging individuals and
serves as a catalyst for effective team performance.
Conclusion 1
4 What is Concentration, Verification, Incubation and Illumination? 12 K2
Introduction 1
Concentration: Focusing energies and resources on identifying & solving and issue 10
or problems. A commitment must be made at this stage to implement a solution.
Verification: It is the testing of the created solution or idea. At this conformation
and acceptance of the new approach is sought.
Incubation: It is an interval of unconscious ordering of gathered information. This
stage may involve an unconscious Personal conflict between what is currently
accepted as reality and what may be possible. Relaxing sometimes distancing
oneself from the issue and allowing the unconscious to search for possible issues or
problems and solutions is important. A successful incubation stage holds fresh
ideas of new ways of thinking about the nature of an issue or a problem and
alternative solutions.
Illumination: This stage is the moment of discovery the instant of recognition the
mind instantly connects an issue or a problem to a solution through a remembered
observation or occurrence.
Conclusion 1
5 What is Negotiation? What are the Action settings for negotiation? 12 K2
Introduction 1
It is the process of making joint decisions when the parties involved have different 5
preferences.
Action settings for negotiation: Two party, group, inter group, constituency 5
negotiation.
Conclusion 1
6 What are negotiation approaches? Explain 12 K2
Introduction 1
Approaches to negotiation: 10
Distributive negotiation
Integrative negotiation
Negotiation stages:
Preparation
developing a strategy
getting started
building
understanding
bargaining
closing
Conclusion 1
Note : 5 Questions with answer key must be prepared for each CO and maximum two sub divisions are
allowed. Avoid typing entire answers which can’t be allowed.
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PART – C (20 Mark Questions with Key)

S.No Questions Mark COs BTL
CO1: Gain knowledge about appropriate style of managerial behaviour
1 Explain about talent management 20 1 K2
Introduction 2
What is Talent Management? 5
Why Talent Management? 5
What influences Talent Management? 5
Scope of Talent Management 2
Conclusion 1
2 Write notes on Two Factor Theory
20 1 K2
Introduction: In 1959, Frederick Herzberg, a behavioral scientist proposed a two- 2
factor theory or the motivator-hygiene theory. According to Herzberg, there are some
job factors that result in satisfaction while there are other job factors that prevent
dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is “No
satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.
Herzberg classified these job factors into two categories- 16
Hygiene factors- Hygiene factors are those job factors which are essential for
existence of motivation at workplace. These do not lead to positive satisfaction for
long-term. But if these factors are absent / if these factors are non-existent at
workplace, then they lead to dissatisfaction. In other words, hygiene factors are those
factors which when adequate/reasonable in a job, pacify the employees and do not
make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also
called as dissatisfiers or maintenance factors as they are required to avoid
dissatisfaction. These factors describe the job environment/scenario. The hygiene
factors symbolized the physiological needs which the individuals wanted and expected
to be fulfilled. Hygiene factors include:
a. Pay - The pay or salary structure should be appropriate and reasonable. It
must be equal and competitive to those in the same industry in the same
domain.
b. Company Policies and administrative policies - The company policies should
not be too rigid. They should be fair and clear. It should include flexible
working hours, dress code, breaks, vacation, etc.
c. Fringe benefits - The employees should be offered health care plans
(mediclaim), benefits for the family members, employee help programmes,
etc.
d. Physical Working conditions - The working conditions should be safe, clean
and hygienic. The work equipments should be updated and well-maintained.
e. Status - The employees’ status within the organization should be familiar and
retained.
f. Interpersonal relations - The relationship of the employees with his peers,
superiors and subordinates should be appropriate and acceptable. There
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should be no conflict or humiliation element present.

g. Job Security - The organization must provide job security to the employees.
Motivational factors- According to Herzberg, the hygiene factors cannot be
regarded as motivators. The motivational factors yield positive satisfaction. These
factors are inherent to work. These factors motivate the employees for a superior
performance. These factors are called satisfiers. These are factors involved in
performing the job. Employees find these factors intrinsically rewarding. The
motivators symbolized the psychological needs that were perceived as an additional
benefit. Motivational factors include:
Recognition - The employees should be praised and recognized for
their accomplishments by the managers.
Sense of achievement - The employees must have a sense of
achievement. This depends on the job. There must be a fruit of some sort in the job.
Growth and promotional opportunities - There must be growth and
advancement opportunities in an organization to motivate the employees to perform
well.
Responsibility - The employees must hold themselves responsible
for the work. The managers should give them ownership of the work. They should
minimize control but retain accountability.
Meaningfulness of the work - The work itself should be meaningful,
interesting and challenging for the employee to perform and to get motivated.
Limitations of Two-Factor Theory
The two-factor theory is not free from limitations:
The two-factor theory overlooks situational variables.
Herzberg assumed a correlation between satisfaction and productivity. But
the research conducted by Herzberg stressed upon satisfaction and ignored
productivity.
The theory’s reliability is uncertain. Analysis must be made by the raters.
The raters may spoil the findings by analyzing same response in different manner.
No comprehensive measure of satisfaction was used. An employee may find
his job acceptable even though he may hate/object part of his job.
The two-factor theory is not free from bias as it is based on the natural
reaction of employees when they are enquired the sources of satisfaction and
dissatisfaction at work. They will blame dissatisfaction on the external factors such as
salary structure, company policies and peer relationship. Also, the employees will give
credit to themselves for the satisfaction factor at work.
The theory ignores blue-collar workers. Despite these limitations, Herzberg’s
Two-Factor theory is acceptable broadly.
Implications of Two-Factor Theory
The Two-Factor theory implies that the managers must stress upon
guaranteeing the adequacy of the hygiene factors to avoid employee dissatisfaction.
Also, the managers must make sure that the work is stimulating and rewarding so that
the employees are motivated to work and perform harder and better. This theory
emphasizes upon job-enrichment to motivate the employees. The job must utilize the
employee’s skills and competencies to the maximum. Focusing on the motivational
factors can improve work-quality

Conclusion 2
CO2: Analyze the issues of managerial jobs
1 Explain the sources of Recruitment 20 2 K2
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Introduction 2
Internal Recruitment
External Recruitment
10

Conclusion 2
2 Explain Maslow’s need theory
20 2 K2
Maslow's hierarchy of needs is often portrayed in the shape of a pyramid with the 10
largest, most fundamental needs at the bottom and the need for self-actualization and
self-transcendence at the top.
The most fundamental and basic four layers of the pyramid contain what Maslow
called "deficiency needs" or "d-needs": esteem, friendship and love, security, and
physical needs. If these "deficiency needs" are not met – except for the most
fundamental (physiological) need – there may not be a physical indication, but the
individual will feel anxious and tense.
10

CO3: Able to apply an appropriate style of managerial behaviour and approach to manage people
1 How effective managers lead to business success? Discuss 20 3 K2
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Introduction 2
A successful manager, one whom others want to follow, performs the following
actions effectively:
Builds effective and responsive interpersonal relationships. Reporting staff members,
colleagues and executives respect his or her ability to demonstrate caring,
collaboration, respect, trust, and attentiveness. They depend on this manager to treat
colleagues with dignity and respect, to keep his word, to exude integrity, and display
dependability and character under even the most challenging occurrences and
challenges.
Communicates effectively in person, print, texts, and email. Listening and two-way
feedback characterize interactions with others. The manager is also opened to
receiving feedback from colleagues and reporting staff. He avoids a defensive
response and is willing to change his behavior when the feedback is on target. But,
mostly, he understands and acts upon the power of interaction.
Builds the team and enables other staff to collaborate more effectively with each
other. People feel as if they have become more—more effective, more creative, more
productive—in the presence of a team builder. She is willing to sit down, and problem
solve when teamwork or team tasks are not on target and working effectively. She's
able to let employees know directly and candidly when they are impeding the team's
progress.
Understands the financial aspects of the business and sets goals and measures and 16
documents staff progress and success. This allows the team to feel a sense of
progress, that they are reaching goals and exceeding expectations. People want to
know how they are performing against expectations at work.
Financial and other goals let them know. Painting a picture that employees can agree
on is effective for noting progress when numerical goals don't exist. Good managers
understand and play the appropriate role in creating this picture, feedback, and
communication.
Knows how to create an environment in which people experience positive morale and
recognition and employees are motivated to work hard for the success of the business.
Understands that she is the most significant factor in whether employees are happy at
work. Her interaction with employees sets the tone for the workplace every day.
Leads by example and sets the pace via her expectations and behavior. She provides
recognition when others do the same. She walks her talk. Employees know that she is
the real deal because she says and does the same thing.
Helps people grow and develop their skills and capabilities through education and on-
the-job learning. Brings career pathing to employees so that they continue to grow
and develop. Makes employee career and personal development a priority in the
workplace. Employees feel as if their manager cares about their careers and progress.
This is one of the most significant factors that employees need from work.
Conclusion 2
2 Explain bridging the gap in managerial effectiveness 20 3 K2
Introduction 2
Bridging gap between Management and Individual
Bridging gap between Employee and Manager
16
Bridging gap between Leaders and Teams
Bridging gap between Employer and Employee
Conclusion 2
CO4: Evaluate how effective delegation occurs in the organisational setting
1 Discuss the factors affecting Organizational Climate 20 4 K2
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Introduction 2

Factors Affecting Organizational Climate and Retention 16

Organisational change
Change refers to new reporting relationships, responsibilities, procedures, policies,
equipment, tools, and/or software used on the job. Think about how an organization
or work unit responds to change, rather than how individuals respond.
Communication
Communication addresses how information flows in an organization.
Service
Service is defined as meeting the needs and expectations of the persons (children,
youth and families) for whom you are performing your work. This does not refer to
the management, but the persons who benefit from the work.
Compensation
Monetary compensation is an employee's gross payroll pay rate and benefits programs
funded by an organization or agency. Flextime and benefits like agency-based
childcare are closely related to compensation.
Organizational Culture
Culture describes how things are done in an organization or agency.
Decision-making
Decision-making is the process used in selecting a solution to a problem, deciding
how to allocate funds or resources and how to reorganize work.
Individual Competencies
Competencies refer to work related skills and knowledge.
Morale
Morale is how an employee feels about him or herself. How good or bad do they feel
about their self-image in relationship to what they do where they work and how they
are doing at their place of employment.
Performance Evaluation
Performance evaluations are formal, written appraisals of an employee's work as well
as informal verbal feedback given to employees about work by supervisors or by team
members in self-directed work teams.
Quality
Quality refers to doing things right the first time. Quality services means meeting the
needs, standards, and expectations of clients being served.
Supervision
Relate to the employee's relationship with the person to whom they report in an
organization.
Training and Development
Training and development refer to work related educational experiences offered by
the organization to its employees to increase their skills and knowledge.
Mission
The organization's mission is its purpose for providing services to its clients (children,
youth and families)
Conclusion 2
2 What are the Job challenges faced by Managers? 20 4 K2
Introduction 2
Achieving a Stretch Goal. 16
Bringing Out the Best in Your Employees.
Dealing with Underperforming Employees.
Dealing with Outstanding Employees
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Hiring the Right People.

Responding to a Crisis.
Continuous Improvement.
Conclusion 2
CO5: Apply winning attitude, competitive spirit and creativity for success
1 Explain Stages of Self Development? 20 5 K2
Introduction 2
Career development is a very important aspect of a person’s life. Rewards and 16
benefits are obtained only when a person can develop the career. Career development
helps individuals to develop their capabilities and improve their performance. It is a
challenge for organizations to respond to the development initiatives that individuals
are engaged in and to make career investments to enjoy quicker returns in terms of
career growth and progression. Various benefits of career development which are as
follows:
Reduces attrition of employees: A career development program helps to increase the
level of satisfaction of the employees and therefore reduce the number of people who
intend to leave the organization.
Provides equal opportunity employment: There is chance for equal opportunity
employment when one considers the career development program since these
programs identify each person for the merits. Highly effective people and the results
that are shown by the individual are taken as a criterion for their development and no
other criteria, which therefore demonstrate equal opportunity.
Improves the use of the employees: Career development enables employees to learn
better aspects of their work and improve their capabilities. It also helps them to
manage their time efficiently and ensure that the use of employees increases over
time.
Improves the quality of the work life of employees: Career Development helps
employees learn better methods of working, work ethics and other important aspects
of work.
Improves the organization itself: Through a career development program, employees
have an increased knowledge of the various activities of the firm. Therefore, the
sharing of knowledge and work ethics tend to make the organization improve.
Increases the skill of the employees: An employee’s skill is improved if he/she goes
through a career development program. These programs aim at increasing various
facets of a worker’s life which makes the latter perform better at work.
Stages of Career Development
The career stage approach is one way to look at career development. One way to
characterize a person’s life or career is by identifying common experiences,
challenges, or tasks most people go through as their life or career progress. As argued
by psychologist like Freud and others, the human nature such as personality,
intelligence and morality develop in a predictable common sequence closely tied to a
person’s age. People grow through specific stages separated by transition periods. At
each stage, a new and crucial activity and psychological adjustment may be
completed. In this way, career stages can be, and usually are based on chronological
age. Careers also develop in stages. Again, unfolding career development with life
stages reveals the commonalities of difficulties for all people when they experience
difficulties in adjusting their first position, or face mid-career crisis. It also helps in
understanding why both individuals and organisations predict likely crises and
challenges and therefore plans ways to resolve or minimize them.

As individuals have different career development needs at different stages in their

careers, when an organisation recruits an employee in any of the grades of its cadre
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for a fairly long tenure, the employer must take interest in and take constructive steps
for building up employees career from that point of time. Stage views of career
development have their limitations. It is applicable to a typical individual. Since all
individuals are unique, they may not have the same experiences. Therefore, career
development stages differ from individual to individual due to obvious difference in
perceived internal career. However, keeping in view of general requirements of
people career development may be grouped under the following four categories.
1. Exploration Stage
This stage starts when a new employee joins an organisation. This career exploration
stage is best described as the “information gathering” phase. This is a kind of
‘budding’ stage for a new employee and is considered as the formative phase of
his/her career. Therefore, it is essential for an organisation to sustain the behavioral as
well as operational deficiencies of new hire to help him to develop in the course of
time. The organisation’s responsibility at this stage is to ensure that, the employee’s
concerns are taken care of. He/she is helped to settle down and establish
himself/herself. At this stage, induction-training in the form of organisational work
familiarization programmes, technical or professional training or on-the-job training
at the institutions are imparted to the employees. Unfortunately, many organizations
experience high level of turnover at this trial and exploration stage. Employees in this
stage need opportunities for self-exploration and experiment with a variety of job
activities or assignments.
2. Establishment Stage
The next phase is the establishment and developmental stage. It is also known as
blooming’ stage or advancement stage. This involves growing and getting established
in one’s career. In this stage, the individual is concerned with achievement,
performance, and advancement. This stage is marked by high employee productivity
and career growth, as the individual is motivated to proceed and succeed in the
organization in his or her chosen occupation. The employees strive hard for creativity
and innovation by taking challenging job assignments. Organisations, at this stage,
need to provide required degree of autonomy to the employees, so that they can
experience feelings of individual achievement and personal success. During this
period, employees must be oriented in a manner that will create maximum learning
opportunities and favorable attitude towards the organisation. It should also be
ensured that the assignments assigned to them are optimally challenging with a
genuine test of their abilities and skill.
4. Maintenance Stage
This is a mid-career stage for those employees, who strive hard to retain their
established name and fame. The mid-career stage is generally typified and
characterized by a sort of continuation of established patterns of work behavior. At
this stage, the person seeks to maintain his or her established position in the
organization. This stage is also viewed as a mid-career plateau in which very little
new ground is broken. This is otherwise known as mid-career crisis. People at this
stage, often make a major reassessment of their progress relative to their original
career ambitions and goals. The individuals at this stage is helped out and provided
with some technical training to update their skill sets in their respective field.
4. Stage of Decline
This stage is characterized by lessen career importance and the employees plan for
retirement and seek to develop a sense of identity outside the work environment.
Employees at this stage get scared for the possible threat of reduced role and
responsibilities in the organisation. Therefore, career development at this stage aims
at helping the employees to get mentally prepared for retirement and to accept the
reduced role and responsibilities, so that they can accommodate themselves in their
 E.G.S. PILLAY ENGINEERING COLLEGE Rev.0
(An Autonomous Institution, Affiliated to Anna University, Chennai)
COE/2018/QB
Nagore Post, Nagapattinam – 611 002, Tamilnadu.

family and in the society after retirement. Retirement rituals management without
destroying the employee’s sense of self-worth is the primary concern of the career
development process at this stage. The retired employees can also be provided with
new part-time roles both within and outside the parent organisation, so that people can
use their knowledge, experience and wisdom for the cause of society.
Conclusion 2
2 Briefly explain about Knowledge Management 20 5 K2
Introduction 2
Knowledge management (KM) is the process of creating, sharing, using and 4
managing the knowledge and information of an organisation. It refers to a
multidisciplinary approach to achieving organisational objectives by making the best
use of knowledge.
3

Knowledge Spiral as described by Nonaka & Takeuchi

Knowledge management (KM) technology can be categorised: 9
Groupware—Software that facilitates collaboration and sharing of organisational
information. One of the earliest successful products in this category was Lotus Notes:
it provided tools for threaded discussions, document sharing, organisation-wide
uniform email, etc.
Workflow systems—Systems that allow the representation of processes associated
with the creation, use and maintenance of organisational knowledge. For example, the
process to create and utilise forms and documents.
Content management and document management systems—Software systems that
automate the process of creating web content and/or documents. Roles such as
editors, graphic designers, writers and producers can be explicitly modeled along with
the tasks in the process and validation criteria. Commercial vendors started either to
support documents (e.g. Documentum) or to support web content (e.g. Interwoven)
but as the Internet grew these functions merged and vendors now perform both
functions.
Enterprise portals—Software that aggregates information across the entire
organisation or for groups such as project teams (e.g. Microsoft SharePoint).
eLearning—Software that enables organisations to create customised training and
education. This can include lesson plans, monitoring progress and online classes.
Planning and scheduling software—Software that automates schedule creation and
maintenance (e.g. Microsoft Outlook). The planning aspect can integrate with project
management software such as Microsoft Project.
Telepresence—Software that enables individuals to have virtual "face-to-face"
meetings without assembling at one location. Videoconferencing is the most obvious
example
Conclusion 2
Note : 2 Questions with answer key must be prepared for each CO and maximum two sub divisions are allowed.
 E.G.S. PILLAY ENGINEERING COLLEGE Rev.0
(An Autonomous Institution, Affiliated to Anna University, Chennai)
COE/2018/QB
Nagore Post, Nagapattinam – 611 002, Tamilnadu.

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