PERSPECTIVE MANAGEMENT

GROUP MEMBERS
PRERNA KULKARNI SWETA MHATRE VISHAL KAMBLE KIRAN KOLAMBKAR ANAND JENIFER

ROLE OF MANAGEMENT
IN LATE 1960 HENRY MINTZBERG DEVISEDF A NEW APPROACH

THE MANAGERIAL ROLES APPROACH BY OBSERVING WHAT MANAGERS DO. HE DID A CAREFUL STUDY OF 5 CHIEF EXECUTIVES AT WORK AND FOUND THAT THEY WERE INVOLVED INA MANNER OF VARIED,UNPATTERNED ACTIVITES OF SHORT DURATIONS.
USING AMETHOD CALLED STRUCTURED OBSERVATION

MINTZBERG ISOLATED 10 ROLES WHICH HE BELIEVED WERE COMMON TO ALL MANAGERS.

THESE 10 ROLES WERE GROUPED INTO 3 CATEGORIES.

Category Informational

Role Monitor Disseminator Spokesperson Figurehead Leader Liaison Entrepreneur Disturbance Handler Resource Allocator Negotiator

Interpersonal

Decisional

Informational
Monitor-gathers internal and external information relevant to the

organization.
Disseminator- transmits factual and value based information to

subordinates.
Spokesperson- communicates to the outside world on performance

and politics.

Interpersonal
Figurehead- the manager performs ceremonial and symbolic duties

as head of the organization.

Leader- fosters a proper work atmosphere and motivates and

develops subordinates
Liaison- develops and maintains a network of external contacts to

gather information

Decisional
Entrepreneur-

designs and initiates change in the organization.

Disturbance handler- deals with unexpected events and operational

breakdowns.
Resource allocator-

controls and authorizes the use of organizational resources. participates in negotiation activities with other organizations and individuals

Negotiator-

Advantages
The reality of management is that 'the pressures of the job drive the manager to

take on too much work, encourage interruption, respond to every stimulus, seek the tangible and avoid the abstract, make decisions in small increments'. Mintzberg's key contribution was to highlight the importance of understanding CEOs' time management and tasks in order to be able to improve their work and develop their skills appropriately.
The most valued theoretical contribution was Mintzberg's role typology. Its

validity was demonstrated in consecutive studies and thus created a common language. His contingency model linking management types to roles was less valuable.
Mintzberg's aim was to observe unbiased managerial behavior and analyze it

through empirical research. Before his research, the normative frameworks produced by Fayol's 'administrative management and Gulick's PODSCORB were dominant. Mintzberg's role typology 'debunked' these normative systems.

Limitations
Mintzberg does not assume ex-ante what an (in)effective or

(non)successful manager entails. He also neglects the relationship between managerial behavior and organizational effectiveness.
Furthermore, he takes a 'neutral' position on the managerial role

omitting influences such as ownership and power. Identified contingency factors explain differences in the make-up of managerial work.
The empirical study is based on five organizations in action. The small

sample size means that the results should not be applied to all industry, organizations or management positions.

 in his 1973 study, Mintzberg declared that the manager's position is

always the starting point in organizational analysis. He also argued that managerial roles are sequential - a manager first makes interpersonal contact through his formal status which in turn allows information processing and leads to decision making. Mintzberg later rejected this relationship based on new empirical data.

Traits of professional managers in current scenario

People relationships

Any leader without followers is not a successful leader, hence the first quality of professional manager is their human relationship skills. This manager builds up his team based on the core value of sincerity , objectivity and dedication.
Integrity

This quality is must for professional managers and is not compromisable, highest level of trust ,fairness and honesty are expected while dealing with people both within and outside the organization. This includes the customers, shareholders , dealers , employees, the government and the society at large.

 Quality

The watch word of every professional manager should be quality. This quality philosophy should not only encompass product quality but quality as a way of organization life.
Time management

Time is a resource which must be allocated optimally to gain maximum advantage. Each unit of a managers time has an opportunity cost : in the sense that its value must be assessed against any other alternative use to which the span of time may have been applied.

 Good communicator

Communication skill is both primary and paramount for success in management. An effective manager needs to constantly hone his communication skills. He must keep abreast of the latest devices , tools and techniques in communication.
Stress management

Management is potentially a stressful activity. Much stress in management is caused by conflicting demands placed upon you by the job situation. Resolution of such conflicts requires a high level of interpersonal skills.

 Customer oriented

Every professional manager has two sets of customers whom he must try to satisfy to the fullest possible extent namely : external customer( the purchasers , society at large) and the internal customers ( the employees , his subordinates , peers and bosses).it is often observed that an organization goes to any length to satisfy the former and regularly ignores the latter.
Feedback

A professional manager needs to keep his team mates accountable and provide timely feedback. He should always leverage expertise.

 Innovation and creativity

Professional mangers think beyond the obvious and encourage their people to do the same. They ensure that employees have a keenness for exploration and keep an open mind .as a good old quote goes human mind is like a parachute ,it is useful only if it is open .
Risk-taker

Every professional manager need to take risk when it is needed in his organization. Managers tend to think that risk is a preference based on one's personality. They see incentives and norms as influencing risk taking even more. Middle level managers said riskiness disappears as you move up the hierarchy, while upper level managers feel that risk taking is important and want to encourage lower level managers to take more risk. Higher level managers score higher on risk taking than lower level managers.

 Go-getter

They are good managers and leaders they work well in ambitious and ambiguous environments. They do not need to be an expert in the field to do well ,they are good collaborators and learn as they go. Diplomatic

Thank you