Looking At Real World Managerial Skills

There are many different definitions of management. The classical authors considered the management is a role that aims to achieve effective operation, make regulations, provide directions and control resources (Whetten and Cameron, 2002). However, the newer visions focus more on management as a communication job in order to finish the work (Williams, 2010). Daft (2011) adds the coordinating others to meet the new challenges becomes a crucial task for modern management. Passage with time, the requirement of

Part 3 -The Role. This part of the book mainly covers important of role, managing stress, decisional process and interpersonal relationship. Like earlier parts, this part also include four chapters

Everyone in a managerial role is responsible for establishing the communication needs of the service users, providing appropriate support and ensuring any equipment needed to communicate is available. The Managerial role is to empower and promote the rights of every person taking into account individual needs, wants and rights.

After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

Robbins (2001) wrote, "Mintzberg (1973) concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs. These 10 roles are primarily concerned with interpersonal relationships, the transfer of information, and decision-making."

However, Mr. Steinhafel was able to execute the informational role, in entails that managers communicate the information to others and make

Effective managers must display many different skills, fill multiple rolls, and fulfill multiple functions. These skills and abilities all work together to allow a manager to be a successful leader. Three skills great managers possess are technical skills, conceptual skills, and human skills (Kinicki & Williams, 2012). In my opinion, I have excellent technical skills, and I have very good human skills, but conceptual skills would be the skill which describes me most effectively.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

Similarly, Mintzberg’s view also has some weaknesses. He defines management as what managers actually do and summarized 10 roles theory (Mintzberg, 1973). However, it is not certified what managers actually do is what managers should do. The aim of management studying is to find the best way to manage and organise organizations. In Mintzberg’s study (1973), his research object is five American chief-executive officers. These managers may have very successful career and good reputation, but it does not mean their behaviours of managing businesses are the best; maybe there are any other methods which can reach higher achievement. In addition, it is also not certified that what CEOs do is same as what managers do. There are three different levels of managers in organizations: top-level managers such as CEO, middle-level managers and first-level managers. They are all responsible for different areas, which means their roles should not be identical. Therefore, these make Mintzberg’s administrative theory not perfect.

Chapter 1’s, Self-Assessment 2 indicated that I preferred working with technology (Lussier & Achua, P.32). I scored a 17 on the questions related to technical skills, which tested higher than both interpersonal and decision-making skills. The results of self-assessment 2 were accurate. Technology has always been a fascination of mines and I am always eager to learn more as technology advances. In my free time, I often find myself spending countless hours analyzing features on cell phones, computers, HD televisions, game consoles, etc. I received my first laptop back in 2005. Two years after receiving my very first laptop, it caught a serious virus. I had two options, one,

Henry Mintzberg (1971) was the first to study and document how an actual person in a managerial position operates on a daily basis. He categorized three general roles every manager possesses Interpersonal skills, Informational roles and Decisional roles, each with sub-sections of there own. He shadowed five American CEO’s studying their day-to-day activities; he discovered that the role of a manager is highly people concentrated. This essay will discuss three of the sub categories that really focus on the interaction with people Liaison, Spokesperson and Negotiator. ‘Estimates vary with the level of management, but most managers spend between two-thirds and four-fifths of their time in face-to-face communication with others’ (Williams & McWilliams 2010, p.10)

A key limitation of Mintzberg’s model is its difficulty to apply to non-corporate organisations. However Ten Have (2003) claims that Mintzberg’s roles are intended to “serve as a looking glass” and not to be followed prescriptively. Mintzberg’s theory of the roles of management is much less rigid than that of Fayol’s or Katz and thus more appropriate in modern engineering organisations.

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

Mintzberg’s roles include three categories containing ten roles. The categories are interpersonal, informational, and decisional. Interpersonal roles include figurehead, leader, and liaison. A leader must display confidence making those around them confident that the job is done correctly. They must