MANAGERIAL ROLES

•     MANAGERIAL ROLES
PRINCIPLES OF MGMT
MGMT AND ORGANIZATION BEHAVIOR

•     •     DR SHASHI AGGARWAL

•     MANAGERIAL ROLE

•     SPECIFIC BEHAVIOUR ASSOCIATED WITH THE TASK OF MANAGEMENT

•     MANAGERS PERFORM DIFFERENT ROLES TO ACCOMPLISH THE BASIC FUNCTION OF MANAGEMENT

•     MINTZBERG DEVELOPED A LIST OF ROLES THAT HE GROUPED INTO THREE CATEGORIES

1.       INTERPERSONAL ROLE ARISES DIRECTLY FROM THE MANAGER’S POSITION

2.       INFORMATIONAL ROLE :DIRECT RESULT OF INTERPERSONAL ROLES

3.       DECISIONAL ROLE :-TWO CATEGORIES LEADS TO DECISIONAL ROLES

•     MANAGERIAL ROLE

•     INTERPERSONAL ROLE

•     A CONSIDERABLE AMOUNT IS SPENT IN INTERACTING WITH IN THE ORGANIZATION AS WELL AS OUTSIDE THE ORGANIZATION

•     THESE INTERACTION REQUIRES AN UNDERSTANDING OF INTERPERSONAL RELATIONS.

•     THESE INTERACTIONS INVOLVE THE FOLLOWING THREE MAJOR INTERPERSONAL ROLES:

1.       FIGURE HEAD

2.       LEADER

3.       LIAISON

•     FIGURE HEAD ROLE

1.       MANAGERS PERFORM THE DUTIES OF A CEREMONIAL AS HEAD OF THE ORGANIZATION PERFORMING SOCIAL OR LEGAL OBLIGATION

2.       THESE DUTIES INCLUDE ROUTINE,INVOLVING LITTLE SERIOUS COMMUNICATION AND LESS IMPORTANT DECISION BUT THEY ARE IMPORTANT FOR THE SMOOTH FUNCTIONING OF AN ORGANIZATION OR DEPARTMENT

3.       ACTS AS LEGAL AND SYMBOLIC HEAD : PERFORMS OBLIGATORY SOCIAL,CEREMONIAL OR LEGAL DUTIES FOR EXAMPLE HOSTING RETIREMENT DINNERS,LUNCHES FOR EMPLOYEES,PLANT DEDICATIONS,ATTENDS CIVIC AFFAIRS,SIGNS CONTRACTS ON BEHALF OF FIRM

•     LEADER ROLE

1.       THE MANAGER IS IN CHARGE OF THE ORGANIZATION/DEPARTMENT,COORDINATES THE  WORK OF OTHER AND LEADS HIS SUBORDINATES. FORMAL AUTHORITY PROVIDES  GREATER POTENTIAL POWER TO EXERCISE AND GET THE THINGS DONE.

2.       MOTIVATES,DEVELOPS AND GUIDE SUBORDINATES,OVERSEES STAFFING,TRAINING AND ASSOCIATED ACTIVITIES,DEVELOPS A CHALLENGE WORK CLIMATE,PROVIDES A SENSE OF DIRECTION AND ACTS AS MODEL

•     LIAISON

1.       IN ADDITION TO THEIR CONSTANT CONTACT WITH THEIR OWN SUBORDINATES,COLLEAGUES AND SUPERIORS, THE MANAGERS MUST MAINTAIN A NETWORK OF OUTSIDE CONTACTS IN ORDER TO ASSESS THE EXTERNAL ENVIRONMENT.

2.       TH MANAGERS HAS TO PERFORM THE FUNCTION OF MOTIVATION,COMMUNICATION,ENCOURAGING TEAM SPIRIT AND THE LIKE. FURTHER,HE HAS TO COORDINATE THE ACTIVITIES OF ALL HIS SUBORDINATES WHICH INVOLVE THE ACTIVITY OF LIAISON.

3.       MAINTAIN  NETWORK OF CONTACTS AND INFORMATION OUTSIDE THE ORGANIZATION AND ASSISTANCE

•     INFORMATIONAL ROLES

1.       MANAGERS EMERGES AS THE NERVE CENTRE OF HIS ORGANIZATION/DEPARTMENT IN VIEW OF HIS INTERPERSONAL ROLE LINKS WITH HIS SUBORDINATES,PEERS ,SUPERIORS AND OUTSIDER

2.       MANAGERS HAS TO PLAY THE INFORMATIONAL ROLE EFFECTIVELY TO LET THE INFORMATION FLOW CONTINUOUSLY FROM ONE CORNER OF THE ORGANIZATION TO OTHER CORNER

•     THE INFORMATION ROLE OF A MANAGER :

1.       MONITOR ‘S ROLE

2.       DISSEMINATOR’S ROLE

3.       SPOKESMAN’S ROLE

•     MONITOR’S ROLE

1.       THE MANAGERS ARE CONSTANTLY MONITORING AND SCANNING THEIR ENVIRONMENT BOTH INTERNAL AND EXTERNAL

2.       COLLECT AND STUDY INFORMATION  FROM READING REPORTS AND PERIODICALS,BY ASKING THEIR LIAISON CONTACTS AND THROUGH GOSSIP,HEARSAY AND SPECULATION

3.       SEEKS AND OBTAINS INFORMATION IN ORDER TO UNDERSTAND THE CORPORATION AND ITS ENVIRONMENT

4.       ACT AS NERVE CENTRE FOR THE CORPORATION ( REVIEW STATUS REPORTS,REVIEW KEY INDICATORS AND SCANS TRADE JOURNAL

•     DISSEMINATOR’S ROLE

1.       THE MANAGERS DISSEMINATES THE INFORMATION WHICH HE COLLECTS FROM DIFFERENT SOURCES AND THROUGH VARIOUS MEANS

2.       PASSES SOME OF THE PRIVILEGED INFORMATION  TO HIS SUBORDINATES

3.       EXAMPLE : TRANSMIT INFORMATION  TO THE REST OF THE TOP MANAGEMENT AND KEY PEOPLE

•     SPOKESMAN

1.       THE MANAGER HAS TO KEEP INFORMED  INSIDERS AND OUTSIDERS  ABOUT THE DEVELOPMENT IN HIS UNIT

2.       HE HAS TO KEEP HIS SUPERIOR INFORMED ABOUT THE DEVELOPMENT OF THE UNIT

3.       DIRECTORS AND SHAREHOLDERS MUST BE INFORMED ABOUT THE FINANCIAL PERFORMANCE

4.       CUSTOMERS HAS TO BE INFORMED ABOUT NEW PRODUCT,QUALITY MAINTENANCE,GOVT OFFICIALS

•     DECISIONAL ROLES

•     INFORMATION IS THE BASIC AND SIGNIFICANT INPUT IN DECISION MAKING

•     THE MANAGERS PLAYS A CRUCIAL ROLE IN DECISION MAKING

•     THE DECISION ROLES OF THE MANAGERS :-

1.       ENTREPRENEURIAL ROLE

2.       DISTURBANCE HANDLER

3.       RESOURCE ALLOCATOR

4.       NEGOTIATOR ROLE

•     ENTREPRENEURIAL ROLE

1.       AS AN ENTREPRENEUR,THE MANAGER IS A CREATOR AND INNOVATOR

2.       HE SEEKS TO IMPROVE HIS DEPARTMENT

3.       ADAPT TO THE CHANGING ENVIRONMENTAL FACTORS

4.       THE MANAGERS APPRECIATES NEW IDEAS AND INITIATES NEW DEVELOPMENT PROJECT

5.       DO THE SWOT ANALYSIS AND SEARCH FOR PROFITABLE OPPORTUNITIES

•     DISTURBANCE HANDLER

1.       ROLE PRESENTS THE MANAGER AS THE INVOLUNTARILY RESPONDING TO PRESSURE

2.       PRESSURE OF THE SITUATION ARE SERIOUS AND HIGHLY DEMAND THE ATTENTION OF THE MANAGER AND AS SUCH THE MANAGER CANNOT IGNORE THE SITUATION

3.       LIKE WORKER’S STRIKE,DECLINING SALES,BANKRUPTCY OF A MAJOR CUSTOMER

4.       TAKES CORRECTIVE ACTION AT THE TIME OF DISTURBANCES OR CRISIS

•     RESOURCE ALLOCATOR’S ROLE

1.       THE MOST IMPORTANT RESOURCE THAT A MANGER ALLOCATES TO HIS SUBORDINATES

2.       HE SHOULD HAVE OPEN DOOR POLICY AND ALLOWS THE SUBORDINATES TO EXPRESS THEIR OPINIONS AND SHARE THEIR EXPERIENCES

3.       THIS PROCESS HELPS BOTH THE MANAGER AND HIS SUBORDINATES IN MAKING EFFECTIVE DECISIONS

4.       IN ADDITION,THE MANAGER SHOULD EMPOWER HIS SUBORDINATES BY DELEGATING HIS AUTHORITY AND POWER

•     NEGOTIATOR’S ROLE

1.       SPEND CONSIDERABLE TIME IN THE TASK OF NEGOTIATORS

2.       HE NEGOTIATES WITH THE SUBORDINATES FOR IMPROVED COMMITMENT AND LOYALTY

3.       WITH PEERS FOR COOPERATION,COORDINATES AND INTEGRATION WITH WORKERS AND UNION REGARDING EMPLOYMENT ,COMMITMENT,PRODUCTIVITY

4.       ALSO WITH GOVERNMENT FOR GIVING FACILITIES FOR RUNNING BUSINESS