Managers’ Roles Based on a study, Henry Mintzberg concluded that managers performed 10 different roles. © These ten roles can be grouped into three: hint - Informational Roles - Decisional Rolesmg Interpersonal Roles Role Description Examples Figurehead |Symbolichead; required | Ceremonies, status to perform a number of | requests, solicitations routine duties of a legal or social nature Leader Responsible for the Virtually all managerial motivation and direction | activities involving of subordinates subordinates. Liaison Maintains a network of | Acknowledgment of mail, outside contacts who _| external/board work provide favors and informationx Zz Informational Roles Role Description Examples Monitor Receives wide variety of information; serves as nerve center of internal and ‘external information of the organization Handing all mail and contacts, categorized as concemed - primarily with receiving information Disseminator Transmits information received from outsiders or other subordinates to members of the organization Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates, such as, review sessions Spokesperson Transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on oraanization's industry Board meeting; handling contacts involving transmission of information to outsidersDecisional Roles WV Role Description Examples Entrepreneur | Searches organization and | Strategy and review its environment for sessions involving initiation opportunities and initiates | or design of improvement projects to bring about projects change Disturbance Responsible for corrective Strategy and review handler action when organization _| sessions involving faces important, unexpected | disturbances and disturbances Resource Making or approving Scheduling; requests for allocator significant organizational _| authorization; budgeting, decisions the programming of subordinates work Negotiator —_| Responsible for representing | Contract negotiation the organization at major negotiationsKnowledge leadership Role * Knowledge Team Builder This means the manager should create teams that have expertise in certain areas. This is done through regular updating of knowledge through seminar, journal, internetsearch and adoption of technology. * Sustaining and Maintaining Knowledge This is related to knowledge management. His activities include documenting and sharing the expertise among group members. Is an individual leaves the organization, the knowledge should stay with other members of the group.Change Handler " Continuous Improvement Supporter ‘Manager role is to develop a quality culture and teambuilding. Problems aré identified and solved for small Dut gradual improvement. The role of a manager i 0 tell everybody that there ext a better way of doing the thing which we are doing now. * Benchmark Leader Bench marking involves identifying best practices or world class performance in your area in identification of gap between word class and your ‘organizations. Manager action involves identification of benchmark, building ‘teams to make changes njand evaluation of performance during the change. ® Re-engineering Leader It fs the total, radical redesign of the system. Re-engineering is ‘dramatic transformation’ and thus requires careful handling of sittiations and resources.