Managerial Roles
To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
The informational roles link all managerial work together. The interpersonal roles ensure that information is provided. The decisional roles make significant use of the information.
The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. The ten roles are described individually, but they form an integrated whole.
The three interpersonal roles are primarily concerned with interpersonal relationships.
In the figurehead role, the manager represents the organization in all matters of formality. The top level manager represents the company legally and socially to those outside of the organization. The supervisor represents the work group to higher management and higher management to the work group.
In the liaison role, the manger interacts with peers and people outside the organization. The top level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work.
The leader role defines the relationships between the manger and employees.
The direct relationships with people in the interpersonal roles place the manager in a unique position to get information.
Thus, the three informational roles are primarily concerned with the information aspects of managerial work. In the monitor ro...
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...ce allocator roles demand this.
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Conclusions?
The roles point to managers needing to be organisational generalists and specialists because of
• system imperfections and environmental pressures.
• their formal authority is needed even for certain basic routines.
• in all of this they are still fallible and human
The ten roles offer a richer account of managerial tasks than the learnership models of Blake or Bersey and Blanchard etc. They explanation (and justify/legitimise) managerial purposes (contingency theory) in terms of
• designing and maintaining stable and reliable systems for efficient operations.in a changing environment.
• ensuring that the organisation satisfies those that own/control it.
• boundary management = maintaining information links between the organisation and players in the environment.
Healthy organizations require good leaders. Managers can fulfill the role themselves or hire other individuals to fill the role for them. Good leaders create loyalty by providing a vision and helping employees to reach it. Mark Leslie once stated, "If there is no vision, there is no business" (as cited in Over Processed, 2006, p. 394).
...e the three roles that make a good manager. I feel that my manager and the other managers performances include these being, technical skills, human skills, and conceptual skills which make up a good manager. Their roles as leaders include that they give us the “know how”, the personal relationship with trust and respect, and they have excellent conceptual skills to get us out of and through tight spots we might get into sometimes regarding meeting budget etc. (best buy.com).
Devane, D., Gates, S., Hatem, M., Sandall, J., Soltani, H., (2009), Midwife-led versus other models of care for childbearing women (Review), 3
The United States Army has an effective way of delegating work and organizing the chain of command; they do this by categorizing the levels of leadership in to three main groups: Direct, Organizational, and Strategic. All three levels are extremely important, one level cannot stand without the other. While Direct level leaders tend to deal with people on a more personal level, the Organizational and Strategic level leaders need to be able to organize entire organizations indirectly and delegate the work load to the appropriate personal and do so
What is leadership? Leadership is having the ability to give guidance to those that will follow. Those that follow will help to complete the mission. Leadership is a soft science, just as anthropology, sociology and psychology. It cannot be proven exactly what it is. Leadership is an art, the skillful application of leadership behaviors beyond techniques is much the same as the skillful application of brushstrokes by a master painter. Leadership is both rational and emotional. It involves both sides of human experience. It includes actions and influences based on reason and logic as well those based on inspiration and passion. Leadership is a social process shared among all members of a group. Leadership development comes through experience. We all learn from our different experiences. Whether positive or negative, they are our tools for growth and development.
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
Managers have five major functions to perform, namely planning, staffing, organizing, controlling, and coordinating. These roles or functions of the management separate management from other roles such as marketing and accounting among others. The lessons that I have currently learned will help me in becoming a manager who will be capable of making various decisions that will have an impact on the whole firm. Additionally, the area where I have much interest in is the function of controlling in management.
The process of their working is different but sometimes they work together. Managers are maintaining the organization structure and status. On the other hand leaders are setting goal, direction, find new ways and challenging. Manager’s activities depend on human, time, money and equipment included decision making, problem solving, planning, budgeting, controlling, discipline etc. Leader’s activities depending and leading on inspiring and empowerment included inspiration, motivation, team work, make relationships, teaching and couching etc.
N.A. Leadership. expertise.com. Current and Future Challenges: The Chief Information Officer Mastering the power of information. Retrieved Feb 2 2011 from http://www. leadershipexpertise.com/ resources/ CIO%20Current%20 and%20Future%20 Challenges.pdf.
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).
...ity of purpose and direction for an organization. We create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Managers are responsible for changing behaviors. Which is probably the most critical area in the organizational life cycle. Finally, managers empower and involve people to achieve the organization's objective. (Lester, Parnell, & Carraher, 2003)
Through the interview, it is proven that Fayol’s four functions; Mintzberg’s managerial roles and Katz’s idea of management skills are essential to be part of the manager consideration when making a decision because these theories are able to assist in organisation’s progress. Tracy (2014), suggested “The true measure of the value of any business leader and manager is performance” and this could be reflected in Manager X as he has proven that organisation performance is top priority for him. To make a conclusion on this topic of discussion, a manager duty is to function as a leader of an organisation, a negotiator with the clients, a motivator to the team and the coordinator of the whole organisation’s progress.
Choosing a topic for this paper was very difficult. Many topics seemed very interesting, but after reviewing many topics the choice was clear. I also took into consideration the fact that we would be presenting these topics to the class. So, I choose the communication process. It is very important in management. Having been a manager for three years, I felt I would be able to explain this topic well to the class.
To achieve this, managers must undertake the following functions: * Organisation * Planning * Staffing * Directing * Controlling Leadership is just one important component of the directing function.
Inform functions: An organization needs a vast amount of information to function and operate a business. The top management would require timely and accurate information for the various departments to make effective decisions.