Indian Managers: Perception of Self and Others

The Research is based on the analysis of the stories written by thirty six senior managers and twenty one middle managers. The objectives of the research were to examine the managers’ perception of themselves, their role and that of the superiors, colleagues and subordinates, to examine the nature of role relationship and their perception of the situation and its resolution. Six slides of Tehmatic Appreception Test (TAT) were projected on the screen for half a minute and five minutes were given for writing the stories. Three slides numbers 2,3&6 depict one person situation while 1,3&5 depict two or more person situation. The one person situation is dominantly perceived by the managers as task situation and dominant resolution is that of failure. The nature of relationship is dominantly perceived as father-son or superior-subordinate. Dominant resolution is that of failure. The findings suggest that Indian managers find it difficult to shift their role attitudes from that of an employee to a representative status. Organizations continue to demand processes of conformity and working within the narrow boundaries of the job. Enlargement of roles generate anxiety and stress. The research suggests that both organizations and managers need to explore the elements and processes of large and complex organizations which demand changes congruent to the emergent tasks and inter-dependence of functional roles.