Managers are the constantly
changing personnel. They walk in other’s shoes and they wear different a lot of
hats. The diversified roles they perform within, and outside an organization
reflects on the type of manager they really are.
Henry Mintzberg, understood the
roles of the managers and systematically created a mode of operation and roles,
a manager has to perform during his career. [1]
He argued that management is relatable to science, as much it is art. He
outlined these managerial roles in a simple, applicable model.
Interpersonal Roles
The interpersonal roles are the
informational roles that a manger has to perform. A manager serves as the figurehead
of his organization. People look up to a him, to guide them into their social,
legal and ceremonial responsibilities and inspire them to be ahead of time
itself. A leader takes the charge of his sub-ordinates, be a role
model, motivates and encourages the employees, ushering them into doing better
and better. A leader does not push people around, but he actually works along
with them to make the magic happen. A manger acts as a bridge between his
organization and the outside word. As a liaison, he communicates
on behalf on his organization, internally and externally.
Informational Roles
A manger is responsible for his
team, and he cannot very well be a manager, if he does not know what he is
looking for. A manager monitor his organization in term of productivity
and effectiveness of work. A manager not only knows his colleagues and workers,
he is a disseminator, as he delegated the useful information that
has the potential to improve their skill and performance. A manger acts as a spokesperson,
when he delivers information to the outside world.
Decisional Roles
A manager performs the role of an
entrepreneur, when he strives hard and work fast to create change
by introducing something new to the standard practicing way. He works with his
team on problem solving, idea generation, implementation and control of the
changes that are happening inside the organization. Disturbance is the part of
any system, and human factor has to have some degree of disturbance. It is the
job of a manger to act as a disturbance handler, take charge in
situation where the organization hits a roadblock. He acts as a medium to solve
the disputes and negate the propaganda. A manger is responsible for resources
of the organizations, so it they also have to be the resource allocator.
He has to decide where the energies should be directed in terms of man, money
and machine. A manger takes an active role as a negotiator, and
performs the necessary negotiations on behalf on the organization. The nature
of the negotiation maybe internal, external, legal or worker related.
Since the inception of Henry
Mintzberg’s ten managerial roles, they have been used as a reference by the
mangers all over the world, as a standard job description for managers.
[1] ‘Henry Mintzberg: Mintzberg on Management. Inside Our
Strange World Of Organizations 1989, New York and London: Free Press/Collier
Macmillan. 418 Pages’, Organization
Studies, 11.4 (1990), 599
<https://doi.org/10.1177/017084069001100414>.
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