The central concept here is Role, which is a formally assigned

position in an organization. 'Role' is how the position contributes

to the purpose of the organisation - so a company may have sales
roles, manufacturing roles, delivery roles, invoicing roles, in order
to sell, make, and distribute their goods and get paid for it.

Responsibilities are the things that roles are required to do - eg

the outputs that need to be achieved, the staff to be supervised,
the reports to be written, the meetings to be attended, as part
of the role.
role is an organisational term while responsibility is funtional. For
any Role there should be a set of Responsibilities attached.
Role : Where does a person fit in the Organisational chart. What
is the Agenda at a business & functional level for him to deliver
the Budget/Plan.

Responsibility : Taking ownership for his deliverable is the

responsibility of the person whom you are evaluating.

LEVELS OF MNGMT: A lyn of demarcatn btwn various managerial position.

TOP MANAGERS: who r respnsbl for ovrall dirctn n opratns of an orgn.
MIDDLE M :who receive broad, ovral strategies n policies from top managers
n translate them into specific goals n plans for first-lyn managers to
implement.
LOWER M :managers directly responsbl for the prodctn of guds n services.

TOP MANAGEMENT
1. determines objectvs n policies
2. designs the basic operatin n financial structure of an orgn
3. provides guidance n directn
4. lays down standards of performance
5. maintains gud public relations

MIDDLE MGMT
 1. interprets n xplains the policies framed by the top
2. issues detailed instructns
3. participates in operatin decisions
4. trains other managers

LOWER MGMT
1. plans day-2-day oprtns
2. assigns jobs to wrkrs
3. provides supervision n control over work
4. arranges material tools n equipments
5. maintains discipline

The Ten Management Roles of a Manager identified by Mintzberg!

Mintzberg intensively studied five CEOs and their organizations, along with a calendar of their
scheduled appointments for a month. Additional data collected during a week of structured
observations included anecdotal data about specific activities, chronological records of activity
patterns, a record of incoming and outgoing mail, and a record of the executive's verbal
contacts with others.

On the basis of this data, Mintzberg divided managerial activities into Interpersonal,
informational and decisional roles.

Sharing for your kind perusal and ready reference.

The Ten Management Roles of a Manager identified by Mintzberg

Role Description Identifiable activities

|-------------------------+-------------------------+-------------------------|
| INTERPERSONAL | | |
|-------------------------+-------------------------+-------------------------|
| Figurehead | Symbolic head; obliged | Ceremony, status, |
| | to perform a number of | requests, solicitations |
| | routine duties of a | |
| | legal or social nature | |
|-------------------------+-------------------------+-------------------------|
| Leader | Responsible for the | Managerial activities |
| | motivation and | involving subordinates |
| | activation of | |
| | subordinates; staffing, | |
| | training, and associated| |
| | duties. | |
|-------------------------+-------------------------+-------------------------|
| Liaison activities | Maintains self-developed| Acknowledgement of mail,|
| | network of outside | external board work, |
| | contacts and public | other contacts involving|
| | relations to maintain | outsiders |
| | flow of information. | |
|-------------------------+-------------------------+-------------------------|
| INFORMATIONAL | | |
|-------------------------+-------------------------+-------------------------|
| Monitor | Seeks and receives a | Handling all mail and |
| | wide variety of | contacts; categorized as|
| | information (much of it | concerned primarily with|
| | current) to develop a | receiving information ( |
| | thorough understanding | e.g. – periodical news, |
| | of the organization and | observational tours) |
| | environment; emerges as | |
| | the nerve center of the | |
| | organization’s internal | |
| | and external | |
| | information. | |
|-------------------------+-------------------------+-------------------------|
| Disseminator | Transmits information | Forwarding mail to the |
| | received from outsiders | organization for |
| | or from subordinates to | informational purposes, |
| | members of the | verbal contacts |
| | organization; some | involving information |
| | information is factual, | flow to subordinates |
| | some involve | (e.g. review sessions |
| | interpretation and | instant communication |
| | integration. | flows) |
|-------------------------+-------------------------+-------------------------|
| Spokesperson | Transmits information to| Board meetings, handling|
| | outsiders on the | mail and contacts |
| | organisation’s plans, | involving transmission |
| | policies, actions, | of information to |
| | results and so forth; | outsiders |
| | serves as an expert on | |
| | the organisation’s | |
| | industry. | |
|-------------------------+-------------------------+-------------------------|
| DECISIONAL | | |
|-------------------------+-------------------------+-------------------------|
| Entrepreneur | Searches the | Strategy and review |
| | organization and its | sessions involving |
| | environment for | initiation or design of |
| | opportunities and | improvement projects |
| | initiates ‘improvement | |
| | projects’ to bring about| |
| | change; supervises | |
| | design of certain | |
| | projects as well. | |
|-------------------------+-------------------------+-------------------------|
| Disturbance Handler | Responsible for | Strategy and review |
| | corrective action when | involving disturbance |
| | the organization faces | and crises |
| | important, unexpected | |
| | disturbances. | |
|-------------------------+-------------------------+-------------------------|
| Resource Allocation | Responsible for the | Strategy and review |
| | allocation of | involving authorization,|
| | organizational resources| any activity involving |
| | of all kinds, in effect,| budgeting and the |
| | the making or approving | programming of |
| | of all significant | subordinates work |
| | organizational | |
| | decisions. | |
|-------------------------+-------------------------+-------------------------|
| Negotiator | Responsible for | Negotiation |
| | representing the | |
| | organization at major | |
| | negotiations. | |
|-------------------------+-------------------------+-------------------------|