Effect of

Demographic
Variables on
Managerial Roles
Team Members

Gaurav Acharya C-25

Harsh Mehrotra C-26

Ashutosh Tekriwal C-27

Ankit Gupta C-28

Rama Varma Raja C-29

Himanshu Agrawal C-30

Rishab Agarwal C-31

Anurag Shaahi C-32.

Acknowledgment

At the outset, We would like to express our sincere thanks

to our faculty Dr.R, Sujatha, for the valuable guidelines
given in order to make up this Project paper. Without her
support & encouragement its hard to imagine this paper...
--Team Members

--Team Members
Table of Contents

1... Abstract

2...Objectives of Paper

3...The theoretical background of Managerial Roles

4..Methodolgy of analysis

5.The Tool of Analysis

6. Data Analysis & Interpretations

7.Conclusion

8.Referances

Annexures

1.The Tool Of Analysis

2.The Questionnaire Floated to Real world participants

Abstract

In its most simple sense, the theory of management establishes a guideline to

the way of planning & executing the tasks smoothly & in a most efficient way.
A manager is the agent who brings about the implementation & application of
this theory into the practice. In doing so, he might have to assume & take up
certain roles & functionalities. Roles are organised set of behaviours which
assist managers to achieve the assigned or aspired goals. The paper aims to
quantify the influence of various demographic variables on Managerial roles .
Its the analysis of this quantification which leads interpretations that paint a
practical picture of reality. Thus in a way, the paper aims to accesses the
validity of theoretical knowledge by real world data. The new outcomes &
trends which are observed in data lead to further illumination on
understanding of Managerial roles theory & its variance ,when it comes to
practical application.

Objectives of the Research

1) To Quantify the Managerial roles with a Real world data sample by using a
Proven Questionnaire tool.

2) To analyse & Interpret the Effect of various demographical variables on the

Managerial roles .
Theoretical Background of Managerial roles
Roles are essentially organized set of behaviours. Thus to meet many demands of
performing their functions managers assume multiple roles. For explaining these roles
Henry Mintzbergs identified ten roles common to the work of all managers, each role is
defined as an organised collection of behaviours belonging to an identifiable function or
position. The ten roles are spread over three groups: interpersonal, informational, and
decisional.

The informational roles are related to linking all managerial work together.
The interpersonal roles ensure that information is provided to the person requiring it.
The decisional roles make significant use of the information in order o arrive at the
decisions.

The performance of these roles by the manager may depend upon the level and the
functions of the manager, the manager can acquire different roles at different time and to
different degrees. The ten roles can be described individually but they form an integrated
whole.

• FIGUREHEAD: the manager acts as a head of the organization and performs

ceremonial and symbolic duties.
• LEADER: the manager acts as a leader and provides a proper work environment
motivating and developing his subordinates.
• LIASION: the manager here maintains external contacts to gather useful information.
• MONITOR: the mangers here gather information regarding the organization both
from internal as well as external sources.
• DISSEMINATOR: the manager here gives all facts and figures and other useful
information to his subordinates.
• SPOKESPERSON: the manager communicates to the outside world on performance
and policies.
• ENTREPRENEUR: the manager designs and initiates change in the organization;
• DISTURBANCE HANDLER: the manager here deals with unexpected events and
operational breakdowns;
• RESOURCE ALLOCATOR: the manager controls and authorizes the use of
organisational resources;
• NEGOTIATOR: participates in negotiation activities with other organizations and
individuals.
This study by Mintzberg exposed many managerial myths requiring change such as replacing
the aura of reflective strategists carefully planning their firm's next move with one of fallible
humans who are continuously interrupted. Mint berg also found that although individual
capabilities influence the implementation of a role, it is the organisation that determines
the need for a particular role. Effective managers develop protocols for action given their
job description and personal preference, and match these with the situation at hand.
Methodology Of Analysis
Methodology simply means a Strategy selection for task achievement. Better the methodology, superior is the task
execution & higher are achievements. In this view, we have used the proven DMAIC Methodology while executing
this Project, as given by Six sigma.. Six Sigma is a business management strategy originally developed by Motorola,
USA in 1981. The DMAIC is the their standard flagship well known for achievement of remarkable outcomes. The
advantage behind selection is methodology & "GENERIC"
"GENERIC" in nature & hence supports widespread applications.

• The Selection of Aim & topic in the Organisational Behavior project with mutual
discussion with team members
• In consultation with expert faculty ,Adoption of Tool to Quantify the outcomes for
analysis
DEFINE • Review of Tool & selection of Demogrpahic Variables for analysis--Gender
analysis Gender ,Work
experince, Functional Area , Stream of Education.

• Consideration of Available time span of project & then Selection of practicable sample
size=50
• Qustionnaire prepartion & Distibution to corporate contacts whom group members
MEASURE know.

• Data compilation & Reconcillation in MS Excel.

• Tabulation & data treatment ,Averaging
• Computation of scores & Graphing
ANALYSE
• Distibution of Graphs to team members & asked for " Individual " Analysis.

• Braught the team to a comman platform for mutual discussion & sharing of ideas
• Brain storming
IMPROVE • Arggremnt on Interpreations

• Project Report Prepartion integrating work flow in above 4 steps

• Submission of report to Faculty with explicit thanks to Faculty ( Dr. R Sujatha) for her
constant support & encoragement during project & also for using this Project as tool for
CONTROL triggering " INTREST" amongsest the student for the understanding & interpretations of
/CONCLUDE Human behavior.
 Managerial Role Questionnaire Tool
( Proven Tool Adopted from Book of Thakur)
Strongly Slightly Not Slightly Strongly
Statement Agree Agree Sure Disagree Disagree
1 When visitors come to our group. 5 4 3 2 1
I am active in greeting them.
2 When I am given the responsibility 5 4 3 2 1
for a group activity, I work hard to
motivate those assigned to the
task.
3 When appropriate, I give talks or 5 4 3 2 1
speeches in order to inform
others.
4 I tend to be groups representative 5 4 3 2 1
in cases of conflict and dispute.
5 When a group member complains 5 4 3 2 1
to me, I try to resolve the
complaint.
6 I believe in distributing group 5 4 3 2 1
resources on the basis of
demonstrated need.
7 I tend to develop useful contacts 5 4 3 2 1
outside the group.
8 I encourage meetings and memos 5 4 3 2 1
to improve communication.
9 I devote time and effort to finding 5 4 3 2 1
out what's going on outside the
group.
10 I welcome new ideas and new 5 4 3 2 1
ways of thinkng.
11 I believe in talking through issues 5 4 3 2 1
in order to achieve satisfactory
agreements.
12 I enjoy the task of coordinating 5 4 3 2 1
two work groups.
13 I am active in providing 5 4 3 2 1
information to people outside the
group.
14 If a group member is to get 5 4 3 2 1
married, I would attend the
wedding.
15 I'll change procedure if I think they 5 4 3 2 1
will improve group performance.
16 When I am in charge of a group 5 4 3 2 1
activity, I tend to work closely with
those doing the work.
17 I believe that request for 5 4 3 2 1
resources should be accompanied
 with an appropriate budget.

18 Information is power, and I work 5 4 3 2 1

hard to collect information
important to the group.
19 When there is conflict, I resolve it 5 4 3 2 1
quickly.
20 If I come across information that is 5 4 3 2 1
important, I share it with the
group.
Transfer your numeric responses from the questionnaire onto this scoring sheet and sum the items
to find your scores. For example, your Figurehead score is the sum of your responses to question 1
and 14.
Category Roles Items Your Score Your Totals
Interpersonal Roles Figurehead 1+14 = ---------------
Leader 2+16 = ---------------
Liaison 7+12 = ---------------

Informational Roles Monitor 9+18 = ---------------

Disseminator 8+20 = ---------------
Spokesperson 3+13 = ---------------

Decisional Roles Entrepreneur 10+15 = ---------------

Disturbance 5+19 = ---------------
Handler
Resource 6+17 = ---------------
Allocator
Negotiator 4+11 = ---------------
Data Analysis & Interpretations

1)Effect of Functional area on Managerial Roles

40

35

30

25

Interpersonal Roles
20
Informational Roles
15 Decisional Roles

10

0
Production R&D MS HR Finance

Informational Decisional
Interpersonal Roles Roles Roles
Production 26 24 35
R&D 26 35 35
MS 36 30 33
HR 34 24 35
Finance 26 31 34
As seen from graphs, data clearly shows fantastic trending with Functional area as a variable of
analysis.

HR & Marketing people reflect very high score on interpersonal roles obviously being their Job
profiles demand the same. Its their interpersonal skills which causes the business to widespread

& hence their high on interpersonal skills is well justified.

A overall high score on Decisional roles is observed ,as a organisation is driven by decisions & every
department has to produce output via their decision making skills. Its the most key skill & other skills
are supporting which actually cause execution of decision being made. A stark shoot up in
informational roles on R&D People was expected & is observed . These people thrive & run on the
data & are masters of facts & figures.

( A more detailed analysis on Individidual breakup of roles further into subtypes is carried out ,
however unable to include in project report due to report length constraint ...)
2)Effect of Work Experience on Managerial Roles
Decisional
Interpersonal Roles Informational Roles Roles
Less than
6 24.66 23.74 32.07
7 to 13 28.09 26.54 37
Above 12 25.2 22.6 34.2

40
35
30
25
20 Less than 6
15 7 to 13
10
Above 12
5
0
Interpersonal Informational Decisional Roles
Roles Roles

The graph again shows a wonderful trend line. As expected, low scores are obtained for people
with Work exp less than 6 Years on almost all parameters of managerial roles. The scores are Max.
For work exp. With Group 7 to 13. The reason being a individual in this age is mature+ dynamic
towards his professional goals. He is settled in life & heading towards higher hierarchy at a steeper
rate than others. This results into score maximisation.

A surprising mid-low is observed for people above 12 years of experience. This can be attributed to
following reasons ---

1) The saturation in particular job profile.

2) They assume a slight backseat as far as low hierarchical works are concerned & expect the 7-12
work exp. Group to lead the growth.

3) Graphs depict The specific trait of Sample selected, hence are subjective. A more generalised
phenomenon over a large & diversified sample could attract some more variations.
3)Effect of Gender on Managerial Roles
Informational
Interpersonal Roles Roles Decisional Roles
Male 25.38 23.54 33.66
Female 26.87 26.5 33.87

40

35

30

25

20 Male

15 Female

10

0
Interpersonal Roles Informational Roles Decisional Roles

The high on decisional roles is coherent phenomenon in both, males & females , indicating
that in modern world of digitalisation men & women both possess & given equal freedom
for decision making in corporate world. Calibre is the only criteria & not the gender.

A high on interpersonal roles for females over males was expected , as the woman is
naturally gifted with a better understanding & interpretations of her surroundings with her
power of '6th sense' . She has an element of charm & when blended with intelligence would
definitely override the males in professional world as far as skills of interpersonal roles &
influence generation is concerned.

Information a person gathers is not usually gender specific , at least it should not be. Its
fundamentally the function own intellect, perception, surroundings & of course the culture.

Hence , the high score for informational roles for females is a specific phenomenon of the
sample selected. It should be generalised to arrive a common conclusion.
4)Effect of Stream of education on Managerial Roles
40
30
20 Commarce
10 Science
0
Arts & others
Interpersonal Informational Decisional
Roles Roles Roles

Informational Decisional
Interpersonal Roles Roles Roles
Commerce 26.02 23.97 33.5
Science 22 32 32
Arts &
others 26.4 26.8 34.8
Here, too , a very strong high scores are obtained for decision making indicating a clearcut
need that whatsoever may be the field of employee, he has to make prioritise the decision
making abilities which ultimately results into task execution. The science stream is
Information driven with laws & equations & its what a science graduate is expected to
assimilate. Its common for a science graduate to have a chunk of information at his figure
tips simply because his Job profile would demand so. Thus, this score is well justified.

In an organisation, the most critical decision making relates to financial strategy

formulation. All functions & decisions can be viewed as subsets or bifurcations of central
financial strategy. In this view, these people possess excellent analytical abilities & risk
evaluation skills. Its these skills which drive their scores high on decision making than
science graduates.

Arts people have a natural like hood for their specific interest & usually less "loaded" during
their academic as compared to science & commerce graduates. It can be the most natural
outcome of this fact & they are more social & are not bookish in nature. A less intensified
academics thus lead to a more social individual with good interpersonal skills.

Its also observed that arts people have most high score on decision making. Its one of the
fact which is difficult to justify with common perceptions & understanding of arts stream. It
highlights the demand of more rigorous analysis on this point with a higher sample size &
greatly variable sample parameters so that the generalisation of this apparently odd trend
can be practically concluded & so also validated.
CONCLUSION

The world of modern organisations drive on the individual's ability of decision

making in his respective domain. Its the most key characteristics as far as task
execution is concerned. The informational & interpersonal abilities are the
strong supporting pillars of a manager which boost the effectively of the
decision being taken. The execution of decision cannot be accomplished unless
a manager possess good interpersonal skills because decision is usually a
function of individual however, an organisational task is essentially a group
activity.

As far as the effect of demographic variables on Managerial roles is concerned ,

it can be concluded that they show expected trends in most cases which can be
well-justified. The perception of demographic variable is correct &
interpretations predicted by theory align with the real world data. In some
cases, odd trends are observed which demands that a more detailed analysis (
say, regression)Is needed to arrive at conclusion in such cases.
References

1) Advanced Essays- Spur to Thinking by Ravi Chopra--Cosmos Bookhive Pvt Ltd--15th edition

2) Mintzberge on Management(1989)--EBook downloaded from Internet

3)Harvard Business review--Musings on management by Henry Mintzberge--July-

Auguest1996(Guest edition)
ANNEXURE 1--The Questionnaire Tool

Managerial Role Questionnaire Tool

( Proven Tool Adopted from Book of Thakur)
Strongly Slightly Not Slightly Strongly
Statement Agree Agree Sure Disagree Disagree
1 When visitors come to our group. 5 4 3 2 1
I am active in greeting them.
2 When I am given the responsibility 5 4 3 2 1
for a group activity, I work hard to
motivate those assigned to the
task.
3 When appropriate, I give talks or 5 4 3 2 1
speeches in order to inform
others.
4 I tend to be groups representative 5 4 3 2 1
in cases of conflict and dispute.
5 When a group member complains 5 4 3 2 1
to me, I try to resolve the
complaint.
6 I believe in distributing group 5 4 3 2 1
resources on the basis of
demonstrated need.
7 I tend to develop useful contacts 5 4 3 2 1
outside the group.
8 I encourage meetings and memos 5 4 3 2 1
to improve communication.
9 I devote time and effort to finding 5 4 3 2 1
out what's going on outside the
group.
10 I welcome new ideas and new 5 4 3 2 1
ways of thinkng.
11 I believe in talking through issues 5 4 3 2 1
in order to achieve satisfactory
agreements.
12 I enjoy the task of coordinating 5 4 3 2 1
two work groups.
13 I am active in providing 5 4 3 2 1
information to people outside the
group.
14 If a group member is to get 5 4 3 2 1
married, I would attend the
wedding.
15 I'll change procedure if I think they 5 4 3 2 1
will improve group performance.
16 When I am in charge of a group 5 4 3 2 1
activity, I tend to work closely with
those doing the work.
 17 I believe that request for 5 4 3 2 1
resources should be accompanied
with an appropriate budget.
18 Information is power, and I work 5 4 3 2 1
hard to collect information
important to the group.
19 When there is conflict, I resolve it 5 4 3 2 1
quickly.
20 If I come across information that is 5 4 3 2 1
important, I share it with the
group.

Transfer your numeric responses from the questionnaire onto this scoring sheet and sum the items
to find your scores. For example, your Figurehead score is the sum of your responses to question 1
and 14.
Category Roles Items Your Score Your Totals
Interpersonal Roles Figurehead 1+14 = ---------------
Leader 2+16 = ---------------
Liaison 7+12 = ---------------

Informational Roles Monitor 9+18 = ---------------

Disseminator 8+20 = ---------------
Spokesperson 3+13 = ---------------

Decisional Roles Entrepreneur 10+15 = ---------------

Disturbance 5+19 = ---------------
Handler
Resource 6+17 = ---------------
Allocator
Negotiator 4+11 = ---------------
ANNEXURE 2--Questionnaire floated to Real world employee for response.

Kindly refer The Questionnaire is enclosed in CD as a Separate Excel Sheet