Managerial Roles and Skills
Q I. Write a note on the managerial roles and skills? [10]
Mangerial Roles and Skills
Mangerial Roles:
To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
According to Henry Mintzberg(1973), managers in an organization, in order to be effective in their jobs, act in specific ways when they interact with others in the course of performing the four management functions of planning, organizing, leading and controlling. These particular behavior patterns or roles were described by Mintzberg as 10 management roles, which he classified into 3 groups.
* Interpersonal Roles * Informational Roles * Decisional Roles
1. Interpersonal Roles
The interpersonal roles are roles in which managers develop and maintain relationships. Interpersonal roles include the manager as figurehead, the manager as leader, and the manager as liaison.
Figurehead: Managers being the head of a unit of an organization, represent their organization in ceremonial and symbolic activities, therefore serving as a figurehead.
Leader: the responsibility to hire, train and motivate the people who work for the organization also lies with the managers, therefore making them the leader of the work force.
Liaison: A manager performs the role of a liaison by building relationships with people outside the manager's own unit. In the course of their liaison roles, managers may meet with peers, customers, corporate staff, and others.
2. Informational Roles
In the course of performing informational roles, a manager acquires, processes and communicates information. The three informational roles are:
Monitor: Managers continually scan the environment to pick up useful information by interacting with people within and
Mangerial Roles and Skills
Mangerial Roles:
To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
According to Henry Mintzberg(1973), managers in an organization, in order to be effective in their jobs, act in specific ways when they interact with others in the course of performing the four management functions of planning, organizing, leading and controlling. These particular behavior patterns or roles were described by Mintzberg as 10 management roles, which he classified into 3 groups.
* Interpersonal Roles * Informational Roles * Decisional Roles
1. Interpersonal Roles
The interpersonal roles are roles in which managers develop and maintain relationships. Interpersonal roles include the manager as figurehead, the manager as leader, and the manager as liaison.
Figurehead: Managers being the head of a unit of an organization, represent their organization in ceremonial and symbolic activities, therefore serving as a figurehead.
Leader: the responsibility to hire, train and motivate the people who work for the organization also lies with the managers, therefore making them the leader of the work force.
Liaison: A manager performs the role of a liaison by building relationships with people outside the manager's own unit. In the course of their liaison roles, managers may meet with peers, customers, corporate staff, and others.
2. Informational Roles
In the course of performing informational roles, a manager acquires, processes and communicates information. The three informational roles are:
Monitor: Managers continually scan the environment to pick up useful information by interacting with people within and