iii. In this process, ideas, things and people are vital inputs, which are to be transformed into output consistent with the goals. This scanning provides the real position of the organization that whether they are performing well or not. The liaison role is important for establishing contacts with suppliers, coordinating activities among work groups, and encouraging harmony needed to assure effective performance. Each manager is concerned with ideas, things and people. The manager has to perform these roles simultaneously by integrating one with the another. Mintzberg identified 10 roles a manager plays in an organisation and classified them into three categories: Managers need to maintain good interpersonal relations with all the cadres within an organisation and all the stakeholders outside the organisation. These roles are concerned with action. The manager should have enough time in handling disturbance carefully, skilfully and effectively. Mintzberg’s three informational roles are as follows: (i) Monitor – Managers monitor activity, solicit information, gather data, and observe behaviour. Organisation’s reputation must be managed. According to 40% time is spended in these roles by managers. Disturbance handlers — Taking corrective action to cope with adverse situation, iii. Management of an enterprise is concerned with the achievement of its objectives. The ability to recognize the appropriate role to be played and to change roles readily is a mark of an effective manager. Spokesperson — Representing the organisation to outsiders. There should be negotiations with the unions an ongoing basis. In this process, ideas, things and people are vital inputs which are to be transformed into outputs consistent with the goals of the enterprise. Entrepreneur iii. Disclaimer Copyright, Share Your Knowledge
The manager would like to have new ideas, initiates new projects and initiates the developmental projects. Managers negotiate with suppliers, customers, unions, individual employees, the government, and other groups. Entrepreneur — Initiating new ideas to improve organisational performance, ii. Share Your Word File
), similarly, managers also perform several roles though officially they are given one job title. He must decide who will get what. Human resource managers have to perform these functions to facilitate the work of the line managers. As leaders – The role a manager welcomes visitors, represent the company at community events and function as envoy of the organization. Disturbance handler role presents the manager as the involuntarily responding to pressures. They must also be properly motivated so that they work with devotion and loyalty for the achievement of organisational objectives. There are issues of the organisational set ups, e.g., a joint venture, a technical tie-up, a financial tie-up a takeover etc. An organisation cannot survive in today’s competitive world without having innovative products. Informational Roles 3. Information is crucial for decision making. Managing Managers 4. Instead, they engage in a variety of other activities.” Roles are organized set of behaviours. Negotiation, of course, does not mean conflict but it does imply face to face bargaining between managers and employees to resolve problems or formulate performance expectations. It helps us to see managerial work across levels and to integrate some of the vast amount of fragmented information on the subject. In other words, he has co-ordinate the talents of people working under him for the purpose of achieving the organisational goals. These roles describe what managers actually do, whereas functions of managers had historically described what managers should do. There is an Annual General Meeting (AGM) of the shareholders. Managing Workers 3. All managers have a leadership role. As Negotiators – Negotiation is another important role played by the managers in the organization. Category # 1. It involves some improvements. According to Mintzberg managing is an integrated activity and these roles are intertwined. In directing, managers play interpersonal, informational and decisional roles. As the leader of the organization or unit, the manager has to perform the functions of motivation, communication, encouraging team spirit and the like. Of these, there are three interpersonal roles. The managers – regardless of the type of organization or level in the organization, perform more or less similar roles. There should be public service advertising to project a good corporate image. In playing the entrepreneurial role, managers actively design and initiate changes within the organization. For example, status, as manifested in. Similarly, a marketing manager reports to the Chief Executive. As a leader, every manager must motivate and encourage his employees. And these are just a few of a manager’s roles. Managers should integrate the role oriented approach with the traditional process approach, because it is, as Jon Pierce says, through the interpersonal, informational, and decisional roles that managers execute the planning, organizing, directing and controlling functions. The interpersonal role puts demands on managers in three respects. He schedules his own time according to his priorities. He designs the organisation structure and encourages the tasks to be performed with creativity and innovation. For example- a manager at Computers India might be responsible for handling all price negotiations’ with key suppliers of electronic circuit boards. Monitor – Manager, as monitor, seeks internal and external information about issues affecting internal operations, a department’s success and the problems and opportunities. Managers require different types of information and resources to take decisions in different capacities such as: i. ii. The greater part of every manager’s time is spent in communicating and dealing with people. All the loans must be serviced properly. The fourth decisional role is that of negotiator. Obviously, this is a crucial aspect of management.