This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
MANAGERIAL ROLES Roles are the organised set of behaviours
which are identified with the position. Developed by Henry
Mintzberg in the late 1960 after a careful study of executives at
work.
Slide 3
On the basis of this study, managerial roles were identified
and grouped into: 1. Interpersonal Role 3.Informational Role 2.
Decisional Role
Slide 4
INTERPERSONAL ROLES 1. Figurehead As a figurehead, the manager
performs ceremonial duties as head of the unit : greeting visitors,
attending subordinates weddings, taking customers for lunch. More
importantly, managers are symbols and personify, for both
organisational members and outside observers, an organisations
successes and failures. All these, primarily, are duties of a
ceremonial nature but are important for the smooth functioning of
the organisation.
Slide 5
INTERPERSONAL ROLES 2. Leader The influence of the manager is
most clearly seen in his role as a leader of the unit or
organisation. Since a manager is responsible for the activities of
his subordinates, he must lead and coordinate their activities in
meeting task related goals and motivate them to perform better. A
manager must be an exemplary leader so that his subordinates follow
his directions and guidelines with respect and dedication.
Slide 6
INTERPERSONAL ROLES 3. Liaison Like politicians, managers must
learn to work with everyone inside or outside the organisation who
can help them achieve their organisational goals. They develop
networks of mutual obligations with other managers in the
organisation. The liaison with external sources of information can
be developed by attending meetings, conferences, phone calls and
informal personal contacts within outside agencies.
Slide 7
INFORMATIONAL ROLES 1. Monitor Managers are constantly looking
for useful information both within and outside the organisation.
They question subordinates and collect unsolicited information,
usually through their networks of contacts. The role of monitor
often makes managers the best- informed members of their groups.
They perform this role by reading reports and periodicals, by
asking their liaison contacts and through hearsay, speculation
etc.
Slide 8
INFORMATIONAL ROLES 2. Disseminator In this role, managers
distribute important information to subordinates. Some of this is
factual information conveyed in staff meetings and memos, but some
is based on the managers analysis and interpretation of events. In
either case, it is the managers responsibility to be sure
subordinates have the information they need to carry out their
duties. Dissemination of information is generally done through
memorandums, phone calls, individual meetings and group
meetings.
Slide 9
INFORMATIONAL ROLES 3. Spokesperson Managers also transmit
information to people outside their own work units. Keeping
superiors well-informed is one important aspect of this role. Like
diplomats, managers may also speak for their work unit within the
organisation or represent the entire organisation in dealing with
customers, contractors, or government officials
Slide 10
DECISIONAL ROLES 1. Entrepreneur:- Managers try to improve
their units. When, for example, managers get hold of a good idea,
they might launch a development project to make it a reality. In
this role, they initiate change of their own free will. 2.
Disturbance Handler:- No organisation runs smoothly all the time.
There is almost no limit to the number and types of problems that
may occur, from financial difficulties to strikes to a drop in
earnings. Managers are expected to come up with solutions to
difficult problems and to follow through even on unpopular
decisions
Slide 11
DECISIONAL ROLES 3.Resource Allocator Every manager faces a
number of organisational goals, problems, and needs all of which
compete for her / his time and resources (both human and material).
Because such resources are always limited, each manager must strike
a balance between various goals and needs. 4. Negotiator Managers
spend a lot of their time negotiating because only they have the
knowledge and authority this role demands. Some of these
negotiations involve outside organisations. Managers also handle
negotiations within the organisation. People working for the same
organisation often disagree about goals or the most effective way
of attaining them.
Planning involves selecting missions and objectives and the
actions to achieve them; it requires decision making, that is,
choosing future courses of action from among alternatives.
Organising is that part of managing that involves establishing an
intentional structure of roles for people to fill in an
organisation. It is intentional in the sense of making sure that
all the tasks necessary to accomplish goals are assigned and, it is
hoped, assigned to people who can do them best. Staffing involves
filling, and keeping filled, the positions in the organisation
structure. This is done by identifying work-force requirements,
inventorying the people available; and recruiting, selecting,
placing, promoting, appraising, planning the careers of,
compensating, and training or otherwise developing both new
entrants and current jobholders so that tasks are accomplished
effectively and efficiently.
Slide 15
Directing is influencing people so that they will contribute to
organisation and group goals; it has to do predominantly with the
interpersonal aspect of managing. Directing involves motivation,
leadership styles and approaches and communication. Controlling is
measuring and correcting individual and organisational performance
to ensure that events conform to plans. It involves measuring
performance against goals and plans, showing where deviations from
the standards exist, and helping to correct those deviations. In
short, controlling facilitates the accomplishment of plans.
Coordination is balancing and keeping together the team by ensuring
suitable allocation of tasks to the various members and seeing that
the tasks are performed with due harmony among the members
themselves.
Slide 16
MANAGERIAL SKILLS Robert L. Katz, a teacher and business
executive, has identified three basic kinds of skills: technical,
human and conceptual. Every manager needs all three. A skill is an
acquired and learned ability to translate knowledge into
performance. It is the competency that allows for performance to be
superior in the field in which worker has the required skill. All
managers need to posses technical, interpersonal, conceptual,
diagnostic and political skills.
Slide 17
Technical skill is the ability to use the procedures,
techniques and knowledge of a specialized field. Surgeons,
engineers, musicians and accountants all have technical skills in
their respective fields. Human skill is the ability to work with,
understand and motivate other people, as individuals or in groups.
Conceptual skill is the ability to coordinate and integrate all of
an organisations interests and activities. It involves seeing the
organisation as a whole, understanding how its parts depend on one
another and anticipating how a change in any of its parts will
affect the whole.
Slide 18
Diagnostic Skill refers to managers analytical ability where a
manager can objectively and logically investigate and analyse a
problem or an opputinity and use scientific approaches to arrise at
a feasible and optimum solution. This skill overlaps with other
skills because a manager may need to use technical, human,
conceptual, political skills to solve the problem that has been
diagnosed. Political Skill can be described as an ability to get
your own way without seeming to be selfish or self oriented. It is
the ability to get your share of power and use it without fear of
losing it.It is required for establishing the right connections and
impressing the right people and then skillfully using these
connections to your own advantage.
Slide 19
VARIATIONS IN USE OF LEADERSHIP SKILLS AT DIFFERENT
ORAGNISATIONAL LEVELS 100 50 0 CONCEPTUAL HUMAN TECHNICAL JUNIOR
MANAGEMENT MIDDLE MANAGEMENT TOP MANAGEMENT
Slide 20
MANAGERIAL RESPONSIBILITIES
Slide 21
The management is responsible and answerable to many groups.
Sometimes the interest of these groups conflict with each other.
Hence, management must conduct its affairs in a manner so to be
fair and equitable to all the parties who have a vested interest
and claim on management. These interested parties are:-
Stockholders Employees Consumers Inter- related business The
Government The community