According to Robbins and Judge (2011), Managers get things done through other people. As simplistic as that may sound, this singular function encompasses various functions that require an individual to utilize multiple skills and act in numerous roles. Henri Fayol breaks the managerial function down into 4 major categories; planning, organizing, leading, and controlling. As a manager steps into each of these functions, he/she must take on one of the 2 role categories that are defined by Henry Mintzberg. The interpersonal role which encompasses functions such as being the symbolic face of the organization, maintaining ties with people outside of the organization to gather information and forming a vision for the organization that motivates the employees. The informational role which includes activities wherein the individual monitors information, digests it and disseminates it within and without the organization. And finally the decisional role wherein the individual makes decision regarding the resource allocation, long-term planning organization and dispute resolution. In this paper I will examine 2 distinct organizations, one…
A manager is a person who plans, controls, manages and directs a team of individuals. The job of manager is imperative for any organization. A manager can be a person who directs a business or enterprise or he can be a manager of accounts of a firm, organization or institute who controls expenditures and resources. In sports the manager is responsible for training, making strategies and performance of its athletes. The role of a manager in the success of any organization is vital and pivotal. The manager of any company is the person in charge of a team. He makes plans, directs his team, motivates0 them to achieve their goals. In a company, every department can have a manager, then all the managers usually have a manager. Here the role of each manager is almost the same, to manage the team. But the duties may vary according to the assignments. In short, one can say that the position of manager is the backbone of any company or organization. A successful Manager can uplift the status of the company, thus making it successful.…
Most of us agree that for the companies to function more efficiently and effectively, some changes need to be made sometimes to ensure that the current requirements are met. Managers most of time have to reorganize and restructure companies to deal with the new changes. When Farm Fresh Inc., for example, was confronted with the economy downturn, its managers had to close some of their stores. This led to some employees being laid off or being reassigned. Laying off or reassigning employees required managers to play some interpersonal managerial roles developed by Mintzberg to make sure the outcome will not be disastrous.…
The role of an ideal manager should be a balance between the roles Mintzberg has described. This is because a manger is the commander in chief of an organisation and through this role he has contact to various interpersonal relationships. This gives his the opportunity to gain access to various sorts of information which would then enable him to put to good use by planning effective strategies, making decisions or implement in action (Waldron.M.W, Vasanthakumar.J & Arulraj.S 1997). Managerial roles accentuates reasoning and control, and it does not matter whichever direction the focus is on, the manager should always look at ways to achieve results that would make positive impact and make people continue contributing to his or her organisation.…
A manager is a leader a person that is in charge of overseeing a group of people and their actions. However, the hardest part is that there is always a hierarchy that is followed a type of chain of command that all managers must follow. This is what makes it difficult for most managers to implement certain ideas that they may have. Most of the time upper level management or leadership teams are in charge of what ideas will or will not be implemented. These functional roles include CEO’s and VP’s, and these individuals have been studied and there is sufficient information to show that they focus more on external roles not internal roles such as; managers. Managers fall under a lower level of an organization and most of the time operational roles become more important to daily workflow activities (Pavett,…
Managers are the people that make the future happen. They form the expectations of people into agendas and action plans for example.…
Mintzberg based his findings about managers by actually studying them as they functioned on the job…
Managers have 12 categories with the observable behavioral descriptors. Communication exchanging routine information and the processing the paperwork. The exchanging routine information is to answer routine procedural questions, receiving and the disseminating requested information, conveying in the results of meetings, giving, receiving routine information over phone and the email, and then they staff meetings of informational nature. The processing of the paperwork, processing mail, reading the reports, inbox, writing reports memos and letters, routine financial reporting and the bookkeeping, the general desk work. The traditional management is the planning, decision making, and the controlling. The planning and the coordinating is setting goals and objectives, defining tasks that are needed to accomplish the goals, scheduling employees timetables, assigning taste and providing the routine instructions, coordinating the activities of each work group to the members so they can keep work running smoothly, and the organizing the work. Monitoring and controlling performances are inspecting the work, walking around and checking things out, touring, monitoring the performance data, and preventive maintenance. The decision making and the problem solving would be to defining the problems, choosing between two or more alternatives or even strategies, handling day to day operational crises as they arise, weighing the…
Mintzberg believes that there are 6 purposes why there should be a manager in a business. First to ensure the organisation serves its purpose. Second, design and maintain the stability of operations. Third, take charge of strategy-making and adaptation to changing environment. Fourth, to ensure the organisation serves the ends of those who control it. Fifth, be the key informational link between the organisation and the environment. Finally, to have formal authority to operate the organisation’s status system ( Mullins, 2007).…
Theorists believe that Managers deal with day to day duties of the workplace; focussing on organising, planning and dealing with the resources.…
Managers have to know what are the upcoming situations and what are they going to be facing, and the…
Mintzberg concluded that managers perform 10 different, highly interrelated roles or set of behaviors attributable to their jobs.…
The theory of jobs that a manager is expected to do was first formulated by Fayol. His classical theory states that a manager will do planning, organizing, commanding, coordinating and controlling. Mintzberg then questioned the folklore of what a manager does and concluded that management involves brevity, fragmentation and verbal communication best describes the job of a manager.…
First and foremost, I would like to thank to our Lecturer, Dr. M Sooltan Sohawon,…
such the manager should know what motivation is and how subordinates can are motivated towards…