This document summarizes the roles and responsibilities of four managers - Varun Arora, Sehba Siddique, Kavya Saxena, and Vineet Kujur - based on Henry Mintzberg's model of managerial work. The model divides a manager's work into three categories: interpersonal behavior, informational behavior, and decisional behavior. Through a comparative analysis, it was determined that while all four managers demonstrated strengths in certain roles, Sehba Siddique needed to work on her interpersonal skills and communication with her team members. Organizational behavior tools could help her improve in facilitating information sharing and managing conflicts to increase productivity.

1. What does a Manager do and relevance of
OB in Organizations
Group Members- Aliya Khan
Animesh Minz
Neha Sheokand
Mayur Chaudhary
Mohd. Tariq

2. What is Organizational Behaviour?
LEARNING OBJECTIVES

3. Managers and their Profiles
• Varun Arora-Sr. Manager, corporate strategy-Wings
Biotech
• Sehba Siddique-Relationship Manager, wealth-ICICI
• Kavya Saxena-Senior Human Resource Officer-
Indian Oil
• Vineet Kujur-Credit Manager-Barclays Bank

4. Comparative Analysis of the Four
Managers
For keeping things simple, we are going to address our
managers by their initials in the comparative analysis-
Vineet Kujur : VK
Varun Arora : VA
Sehba Siddique : SS
Kavya Singh : KS
The Article Managerial Work: Analysis from Information by
Henry Mintzberg serves as the focal point of our Comparative
Analysis. The Article divides a Manager's work into three
categories which further dissipate into ten roles. These roles are
organized sets of behaviors belonging to identifiable offices or
positions.

5. Henry Mintzberg Model

6. Interpersonal Behaviour
Interpersonal Behavior involves providing information to the team, other
units, organizations . It is divided into three roles-
1. Figurehead: A manager is a legal authority and symbol in his organization.
He is expected to preside meetings and sign legal documents.
VA: He is fully aware of his responsibilities as a figurehead and knows that
people have expectations from him.
SS: She tries to work with logic, in situations where a task hasn't been
performed the way it should have been, she explains it logically and tries to
come up with a solution. She doesn't deny her responsibility of a task not
being able to be completed.
KS: She believes in speaking to the concerned people about the problems. As a
figurehead, she owns her and her team's mistake.
VK: He seems like a person who goes by policies and laws when it comes to
representing him and his team.

7. 2. Leader: A manager's leadership skills are very important since a manger
motivates and provides support for team and even organization.
VA: He likes to lead his team to perform well. He draws parallel with various
theories and history to lead his employees.
SS: She likes to lead her team through structured policies. She likes to be a
leader but to a certain extent, she wants her employees to be competent enough
to work by themselves.
KS: When asked about her work, she uses the pronoun "we". She firmly believes
in team skills and hence likes to lead the team, whenever required.
VK: He leads very systematically. He gives a mandate to his team and also gives
them steps and guidance throughout the process.
3. Liasion: A manager sits between their team and other various teams and units
and uses this network for work.
All the managers VA,SS, KS and VK seem to be well aware of the fact that they
sit between their team and other units. They all use information they get from
their senior managers to perform their tasks.
Both KS and VA have good Interpersonal Behavior, whereas SS and VK are
more concerned with only tasks and are bit rigid. However, it is SS, who needs
to work on her interpersonal skills the most.

8. Informational Behaviour
Informational Behavior involves processing information, the
manager gets from performing his interpersonal behavior. It is
divided into three roles-
1. Nerve Center: A manager serves as a nerve center as he knows all
the information about his organization and team which others might
not know.
VA: He gets information from all depatrments of the company.
SS: She gets information from her seniors about the tasks.
KS: She overlooks all the progress of tasks in office so has ample
information about whatever is happening.
VK: He daily gets information from Relationship directors in the
morning.

9. 2. Disseminator: A manager extracts meaningful and useful information from
all the information he is known to, for useful purposes.
All the managers VA,SS, KS disseminate information to their team members.
However, it appears there are different degrees of dissemination-
VA: An office boy can speak to the CEO if required so one can infer that the
information is disseminated through channels and there aren't fixed channels.
SS: She clearly passes on information she gets from her seniors to her team, this
means clearly there is dissemination happening. However, she also takes a team
member to such meetings with her seniors if the task requires more information.
KS: She passes on information of her goals and tasks to her team
3. Spokesman: A manager represents and transmits information to outsides and
influences and other interested parties.
VA: He is a firm believer in his company and is vocal about its structure,
culture and people.

10. SS: SS as a spokeswoman, of her company, gives an idea that her company is
structured and follows certain rules and is a bit rigid.
KS: She is a good spokeswoman of her company and team. The structure is
transparent and she is able to convey ideas of her team and company to
outsiders quite well.
VK: After assessing interpersonal and information behavior, we infer that VK
is a process oriented man. He has ample of information which he keeps
updating everyday. He has been quite succesfull in his ability to "speak" for
his team and company.
The managers get information from their seniors well. Both KS and VK,
concentrate relatively more on getting information. We inferred that
SS,apart from getting more information from her seniors should concentrate
on getting information from her team as well. She mentioned nowhere in
her interview about exchange of information between she and her team.
However, VA,SS, KS and VK are good spokespersons for their company.

11. Decisional Behaviour
Decisional Behavior involves using the information that a manager gets
from performing his informational behavior. It is divided into four roles-
1. Entrepreneur: A manager is an initiator and designer of controlled
change in organization. He/She looks for opportunities and problems which
may cause him to initiate action.
VA: He likes to give his employees a chance to work and likes if they take
chare. However, he is critical of the charge he gives to his employees.
SS: She likes to keep a close watch on how tasks are being performed. If she
sees that a task isn't being performed the way it should have been, she takes
charge and hence corrective action.
KS: Just like SS, KS likes to keep a close watch during the procession of the
task.
VK: He waits for the final results mostly. He takes corrective tasks after the
task has been done. He doesn't initiate during the procession, as he observes
the final result and not the procession.

12. 2. Disturbance Handler: A manager handles situations where the process breaks
down. He/She also has to handle disputes.
VA: He gave an example where he locked down employees to help them solve
their employees. He focuses on employees to get rid of their personal differences
to efficiently do their work.
SS: She says conflicts just aren't acceptable and the employees need to figure out
their problems if they're affecting the work.
KS: She uses HR exercises for Ice breaking to help people understand each other
as she believes misunderstanding causes conflicts.
VK: He believes in solving the problems to find a solution so that it doesn't
hamper his work.
3. Resource Allocator: A manager has ultimate authority over his
organizations's strategy making system by controlling the allocation of its
resources.

13. VA: He believes in growth of his employees and allocates resources like
time for the betterment of his employees and his organization.
SS: She considers time a very important resource and believes it should be
used judiciously.
KS: She is flexible in terms of resources. She uses resources in the best
possible way to reduce downtime of a task.
VK: He plans his teams work to ensure that tasks are done the way they
are supposed to be.
4. Negotiator: A manager has to negotiate with his team, departments and
organization and outsider.
VA, SS, KS and VK are good negotiators. They negotiate with their teams,
their organization and even clients to get their tasks done.
Speaking of Decisional Behavior, all the managers like to take decisions
as well as let their team memebers work independently as long as the
resources of the organization are getting affected and the conflicts and
differences aren't happening. VA, SS, KS and VK use different methods to
handle conflicts, VA and KS put in more effort in the human aspect of
conflicts, however SS and VK are both structured and governed by
policies.

14. From the following comparative analysis, we arrived at a consensus that SS
needs to work on her Interpersonal Role as she doesn't communicate with her
team as much as she should. Her focus is more on getting tasks done. She needs
to manage her team's conflicts well using OB tools and exercises. She needs to
use OB tools to facilitate communication, passing on of information that would
help her increase productivity.

15. Lessons Learnt
The study provides us with valuable lessons. The importance of employee
behavior and how a manager manages his team is central to the functioning of
any organization.
•A manager has to perform all the Interpersonal, Informational and Decisional
roles equally. He cannot ignore one over the another.
• Use of OB Tools help a manager maintain a stress free and healthy atmosphere
at the workplace.
•Communication and Efficiency go hand in hand.

16. THANK YOU