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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 |
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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 |
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|
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 |
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|
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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