Role of Managers

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Role of Managers


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Role of Managers:

Role of Managers Dr. G C Mohanta , BE, MSc( Engg ), MBA, PhD(Mgt) Professor Al- Qurmoshi Institute of Business Management Hyderabad

Managers’ Roles:

Managers’ Roles Based on a study, Henry Mintzberg concluded that managers performed 10 different roles. These ten roles can be grouped into three: Interpersonal Roles Informational Roles Decisional Roles

Interpersonal Roles:

Interpersonal Roles Role Description Examples Figurehead Symbolic head; required to perform a number of routine duties of a legal or social nature Ceremonies, status requests, solicitations Leader Responsible for the motivation and direction of subordinates Virtually all managerial activities involving subordinates. Liaison Maintains a network of outside contacts who provide favors and information Acknowledgment of mail, external/board work

Informational Roles:

Informational Roles Role Description Examples Monitor Receives wide variety of information; serves as nerve center of internal and external information of the organization Handing all mail and contacts, categorized as concerned - primarily with receiving information Disseminator Transmits information received from outsiders or other subordinates to members of the organization Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates, such as, review sessions Spokesperson Transmits information to outsiders on organization’s plans, policies, actions, and results; serves as expert on organization’s industry Board meeting; handling contacts involving transmission of information to outsiders

Decisional Roles:

Decisional Roles Role Description Examples Entrepreneur Searches organization and its environment for opportunities and initiates projects to bring about change Strategy and review sessions involving initiation or design of improvement projects Disturbance handler Responsible for corrective action when organization faces important, unexpected disturbances Strategy and review sessions involving disturbances and crises Resource allocator Making or approving significant organizational decisions Scheduling; requests for authorization; budgeting, the programming of subordinates work Negotiator Responsible for representing the organization at major negotiations Contract negotiation

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