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Managerial functions roles and skills
Management functions
Managerial functions roles and skills
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Managers spend a considerable amount of their time having to deal with information, making decisions, and interacting with others. Simply stated by Williams and McWilliams (2013) “management is getting work done through others.” Managerial roles can be broken up into three major roles, according to researcher, Henry Mintzberg, these three categories are as follows; interpersonal roles, informational roles and decisional roles. Within theses major roles there are a total of ten subroles. “[These] ten roles are common in all managerial jobs regardless of the functional or hierarchical level. (Grover, et al. 1993, p.110) Liaison is an interpersonal role, interpersonal roles, as the name suggests, is focused on communication between people. Fulfilling this role means managers perform the three subroles, figurehead, leader and liaison. …show more content…
This refers to the time spent by managers obtaining and sharing information, also viewed as management processing and gathering information through the business’ environment and listening to others (inside and outside the firm). Mintzberg identified monitor, disseminator and spokesperson roles as the subroles. The negotiator role is implemented under decisional roles, for the significances of obtaining and sharing information is useful to management, in means to provide assistance to form good decisions. This resides from the four subroles Mintzberg has described as entrepreneur, disturbance handler, resource allocator and negotiator. “A strength of role analysis is its non-presumption of any necessary congruence between expectations and performance.” (Hales 1986, p.109) Highlighting the subroles of liaison, spokesperson and negotiator, (a role from each major category) theses roles are linked behaviourally, and yet differentiate according to
A healthy flow of upward and downward communication ensures that the communications between managers and employees is complete. For example, in 2010, Kroger surveyed over 200 thousand employees in its “Associate First Tracker survey” and found the feedback both invaluable and “humbling.” Kroger then communicates the findings with their employees who participated which will then generate a new dialog in regard to what the next steps should be (Orgel, 2010). The final channel of communication is the use of horizontal communications between coworkers. This can...
Nevertheless, whatever the conversation may be, it will be the responsibility of the manager to be able to control the outcome. Researched by Christensen, (2011),
Within an organization one of the key tools that they use is that of: communication. Communication is a primary key to any organization and without it there is no cohesion, no leadership, and no functionality. As communication begins to diminish, so does the organization – as one article puts it: “These new economic…. imperatives have significantly contributed to the demise of the old classic command-and-control bureaucracy…” (Tiernan et al, 2002, 47-48). From what this article states, the lack of communication has led to a semi-collapse of the mechanistic structure of an organization. Though communication does seem like a huge factor of an organization, communication does not come without its troubles within the inter-organizations; if there is communication going on in a company, there is going to also be a lack of communication. When a company has employed thousands of people (or maybe just a small amount) they are hiring a whole selection of individuals to work as whole group in unity – though this does seem like an amazing idea, these sets of individuals will have quite ...
In a firm, management and leadership are important and needed. Leadership and management are similar. Actually, leadership and management are totally different. The leadership would influence the firm. The leader would have difference leadership styles to lead the subordinate.
The criteria use to determine the effectiveness of leaders is the influence one has on others, the way you interact with people, your strive and motivation, and the performance of the individuals.
Contemporary management of the business. 7 ed. of the book. New York, NY: McGraw-Hill. McComb, S., Schroeder, A., Kennedy, D., & Vozdolska, R. (2012).
Communication is the process of transmitting information and meaning. It is important for managers to develop their communication skills, because it is one major skills needed by managers. The management roles, which are interpersonal, informational, and decisional and the management functions, which are planning, organizing, leading, and controlling all require communication.
It encompasses all those activities in which one business builds relationships with other businesses for efficiently managing several of their business functions. Thus it involves co...
In today’s corporate world a manager to be affective must be able to incorporate the four functions of management (planning, organizing, leading, and controlling) into his or her management techniques. Managers who fail to implement the four functions have a greater chance of being unsuccessful in accomplishing the primary outcome for the project or task. Thus, generating an inferior product.
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
In this present century the corporate world is moving towards turning into one entity with all the progressions and advancements in the innovation and exchange. The spine to this is been the corporate world, which runs all the organizations ranging from the large companies to small scale with enormous number of its representatives. I firmly accept that achievement of corporates lies in overseeing its representatives for which incredible managerial correspondence expertise is an absolute necessity.
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)
may act as arbitrator or mediator. Lastly, if the leader’s management style causes conflict, then
Henry Mintzberg was baffled by the nature of managerial work from a young age. He was always curious on what constitutes managerial work because of his parents’ managerial positions in their field of work. For this reason he conducted a research through close observation of twenty-nine managers from different lines of work before publishing his book ‘Nature of Managerial Work.’ In his book he first starts by defining that a manager is ‘a person in charge of an organisation or one of its subunits” (Mintzberg, 1989, p.15). He also disagreed with the view that the four function of management which are , planning, leading, organizing and
This distinction between technicians and managers is important because it does not only reflect the nature of the work and opinions of these professionals but also explains and suggests how the communication function is viewed by others (i.e. -describe based on strategic management or as a low-level support function) and if it participates in the decision making of the company. From this general description of roles and activities performed by professionals. On a daily basis, communication professionals are engaged in a wide variety of activities, ranging from editorial work, internal consulting, application processing, information gathering and observation of research data. , conversations with press contacts, preparation of communication plans, presentation of presentations, production of communication material (brochures, visuals, etc.) and administrative tasks within the department. The work of communication professionals, at various levels of seniority, consists of a wide range of activities which, in their scope and variety, vary not only with the tasks assigned to a communication service (ie service or is involved in advice and decision-making at the senior management level), but also with the range of issues and inquiries from interested parties that are directed to communications professionals for their