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Management roles

Posted on December 25, 2013 at 11:15 PM

To carry out the different functions, a manager must undertake many different roles. Ten roles have been identified by Henry Mintzberg which are common to the work of all managers and these roles are divided into three groups:

 

Interpersonal roles - dealing with and motivating staff at all levels of the organisation.

Informational roles - acting as a source, receiver and transmitter of information.

Decisional roles - taking decisions and allowing resources to meet the organisation's objectives.

 


Role Title

 

Description of role activities

 

Examples of management actions to perform the role

Interpersonal roles

Figurehead

Symbolic leader of the organization undertaking duties of a social or legal nature

Opening new factories/offices; hosting receptions; giving important presentations

Leader

Motivating subordinates; selecting and training other managers/staff

Any management tasks involving subordinate staff

Liaison

Linking with managers and leaders of other divisions of the business and other organizations

Leading and participating in meetings; business correspondence with other organizations

Informational roles

Monitor(receiver)

Collecting data relevant to the business’s operations

Attending seminars, business conferences, research groups, reading research reports

Disseminator

Sending information collected from external and internal sources to relevant people within the organization

Communicating with staff within the organization, using appropriate means

Spokesperson

Communicating information about the organization – its current position and achievement – to external groups and people

Presenting reports to groups of stakeholders (e.g. annual general meeting) and communicating with the press and TV media

Decisional roles

Entrepreneur

Looking for new opportunities to develop the business

Encourages new ideas from within the business and holding meetings aimed at putting new ideas into effect

Disturbance Handler

Responding to changing situations that may put the business at risk, assuming the responsibility when threatening factors develop

Taking decision on how the business should respond to treats , such as a new competitor or changes in the economic environment

Resource Allocator

Deciding on the spending of the organisation’s financial resources and the allocation of its physical and human resources

Drawing up and approving estimates on budgets; deciding on staffing levels for departments and within departments

Negotiator

Representing the organization in all important negotiations, e.g. with government

 Conducting negociations and building up official links between the business and other organisations

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Categories: Management, Leadership, People in organisations

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Categories

  • Management (8)
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