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Managerial Roles in Organizations

Managerial Roles in Organizations

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Published by faheem
in this i include that what is the role of managers in the orgnization how they perforam there duties in the orgnization.
in this i include that what is the role of managers in the orgnization how they perforam there duties in the orgnization.

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Published by: faheem on Jan 23, 2010
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MANAGERIAL ROLES IN ORGANIZATIONS Management Roles: Managers fulfill a variety of roles.

A role is an organized set of behaviors that is associated with a particular office or position. Dr. Henry Minzberg, a prominent management researcher, says that what managers do can best be described by looking at the roles they play at work. The term management role refers to specific categories of managerial behavior. There are three types of roles which a manager usually does in any organization. Interpersonal roles are roles that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. Informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Decisional roles revolved around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. In the late 1960s, Henry Mintzberg concluded that managers perform 10 different, but highly interrelated roles. Follow-up studies of Mintzberg·s role categories in different types of organizations and at different managerial levels within organizations have generally supported the notion that managers perform similar roles. However, the more traditional functions have not been invalidated. In fact, the functional approach still represents the most useful way of classifying the manager·s job. As depicted in following table, Mintzberg delineated ten managerial roles in three categories. a. Interpersonal roles grow directly out of the authority of a manger·s position and involve developing and maintaining positive relationships with significant others. 1) The figurehead performs symbolic legal or social duties. 2) The Leader builds relationships with employees and communicates with, motivates, and coaches them. 3) The liaison maintains a network of contacts outside the work unit to obtain information. b. Informational roles pertain to receiving and transmitting information so that managers can serve as the nerve centers of their organizational units. 1) The monitor seeks internal and external information about issues that can affect the organization. 2) The disseminator transmits information internally that is obtained from either internal or external sources. 3) The spokesperson transmits information about the organization to outsiders. c. Decisional roles involve making significant decisions that affect the organization. 1) The entrepreneur acts as an initiator, designer, and encourager of change and innovation. 2) The disturbance handler takes corrective action when the organization faces important, unexpected difficulties. 3) The resource allocator distributes resources of all types, including time, funding, equipment, and human resources. 4) The negotiator represents the organization in major negotiations affecting the manager·s areas of responsibility d. The four major functions of management³planning, organizing, leading, and controlling provide the purpose for managers taking the roles they do. Professor Mintzberg explained his concept with the help of table; it is given on next page:

MANAGERIAL FUNCTIONS I.E. POLCA POLCA as functions: Planning Management function that involves the process of defining goals, establishing strategies for achieving those goals. And developing plans to integrate and coordinate activities. Organizing Management function that involves the process of determining what tasks are to be done. Who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Leading Management function that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels, or dealing in any way with employee behavior issues. Controlling Management function that involves monitoring actual performance, comparing actual to standard and taking corrective action, if necessary. Assurance Quality function which demands from every manager that he/she ensures that prior management support and management processes are in place before POLC management functions are executed. Management process It is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control. The management process includes more than the four management functions. 1. The process also includes work methods, managerial roles, and managerial work agendas. 2. The management process applies to both profit-making and not-for-profit organizations. a. A not-for-profit organization is an organization whose main purposes center on issues other than making profits. b. Examples of not-for-profit organizational include government organizations, cultural institutions, charitable institutions, and some health-care facilities.

Management Process:

Effectiveness is often described as ´doing the right thingsµ ² that is, those work activities that will help the organization reach its goals. We have learnt that; a manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. While performing, the manager has to keep in mind that he /she has to deal workers and other people around him in variety of situations. Mistakes Managers Make: A comparison of ´arrivers,µ those who made it all the way to the top of their companies, and ´derailers,µ those who were successful early but were knocked off the ´fast track,µ shows that although both groups had talent and weaknesses, the ´derailersµ had some fatal flaws. Here are the top ten mistakes made by derailers. 1. Insensitive to others: abrasive, intimidating, bullying style. 2. Cold, aloof, arrogant. 3. Betrayal of trust. 4. Overly ambitious: thinking of next job, playing politics. 5. Specific performance problems with the business. 6. Over managing: unable to delegate or build a team. 7. Unable to staff effectively. 8. Unable to think strategically. 9. Unable to adapt to boss with different style. 10. Over dependent on advocate or mentor. Successful entrepreneurs have all the managerial and technical competencies along with some key personal attributes to take risk and win through the odd situations.

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