Manager's Work, Roles and Skills

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.

Based on the GLOBE dimensions model I feel that Chinese managers would have to be more mindful of assertiveness and performance orientation when managing Americans. According to the model, Americans are perceived as pushy and hardworking. The US is more of an individualistic culture while China is more of a

Now that we have touched on culture let’s look at the same two countries and see how each culture affects management styles. Three notable differences of management in Asian countries compared to the US are: (Member, 2014)

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.

The four functions of a manager are planning, organizing, leading, and controlling. These are key elements that managers must understand to run a successful organization. I will view each concept as well as their roles to acknowledge how these functions have been related to my personal experience in the work environment. Behind the scenes of a manager, they spend an equal amount of time planning so that he or she can successfully achieve the leading and controlling functions. These functions are standard for any industry that is striving to maintain a strong organization. While reviewing this paper, try to think of the four functions as a method that is established to build on each other. The four functions must be performed efficiently, and when done correctly, an organization will reap the accomplishments from a well-defined plan. My own experiences of how the four functions operate illustrates that each role requires a manager to devote time and patience in order to ensure that the main principles are achieved.

A professional workplace is an environment that produces numerous challenging situations and if not handled correctly, could create a very unproductive organization. A well-qualified employee is selected to be responsible for controlling all or part of a company, including difficult situations that arise between co-workers. The term given to this worker is a manager; their main task in the organization is to get things done through the efforts of other people. This may sound like a rather simple task, but it is very deep and layered with different difficulties. Henry Mintzberg, an internationally renowned author on business and management, broke down the tasks a manager faces into ten different interrelated roles. According to Mintzberg’s managerial roles, there are three categories that break up the ten roles a manager performs: Interpersonal, Informational, and Decisional. Interpersonal encompasses figurehead, leader, and liaison. Informational includes monitor, disseminator, and spokesperson. Finally, Decisional covers entrepreneur, disturbance handler, resource allocator, and negotiator. It is clear that being a manager is a demanding job and it is not for the easily overwhelmed individual.

Great organizations are managed by people who have the necessary skills and attributes which allow them to connect with the organization and the people involved in the company. Managers must meet the many demands of performing their functions; managers assume multiple roles which include being a figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler,

An Organization success depends on how employees, leaders, groups, and individuals work together. Now a company is usually ran on a set of foundations that have been laid out in terms such as, but not limited to, values, beliefs, norms, language, and habits. In order to have a successful working environment, one must reach out to get to know their employee beliefs, values, most importantly get to know their employees personalities. Happy leaders, lead happy workers, who in turn are more dedicated, and willing to put the work in to make the company a success. In order to maintain a successful running business, you must learn to train, and maintain happy employees. In this paper we are going to look at Geert Hofstede, social psychologist and foremost authority on global and organizational cultures, and how he defines six dimensions: Power Distance, Individualism, masculinity, Uncertain Avoidance, Long Term Orientation, and Indulgence and how all these dimensions tie into a successful business. I intend to give you the two countries that I choose to compare using the Hofstede Six Dimensions of culture, to show you have different cultures impact their work relationships.

Countries have different cultural characteristics which affect their corporate culture and some of these characteristics guide the decisions made by a firm, including the decision to replace a CEO. In this paper I study this

This lack of effort when facing challenge is likely to depress their performance. On the other hand, under a learning orientation, individuals will experience an adaptive pattern and they are more likely to increase effort when encountering difficulty and this effort is likely to increase performance. Keywords: Cultural Values, Goal Orientation, Organizational Behaviour, Human Resources Much research in organizational behavior has often ignored the impact of national culture on the individual (Boyacingler and Adler, 1991). This is not surprising since national culture’s influence in organizational behavior occurs at such a deep level that people are not usually aware of its influences (Triandis, 1983). For example, even though it is clear that values and goals of societies differ, most theories on work motivation have been made in the US with a US perspective (Boyacingler and Adler, 1991). This may encumber the generalizability of some of these motivation theories to a global environment because, as Hofstede (1980) affirms, even when some principles in motivation may be almost universal, the way managers implement them depend on individual differences in values and goals. These differences are determined by local conditions (Hofstede, 1980), and can be analyzed through the predominance of specific cultural dimensions. This paper contributes to fill the void of culture in many

There are several streams of the literature that may help readers examine the case. These include the literature on cross-cultural management literature, and organisational structure and control. A brief summary of relevant theoretical frameworks is provided as Appendix 1. Readers may use this to gather a basic understanding of the cultural and control issues that influence the behaviours in the case. While there are many issues that emerge, the most important managerial problems are associated with cultural clash between the key people and with the underlying political and power plays created by the Firm’s structure and control processes.

Differences in management culture will influence organization performance. With the above six dimensions of cultural difference, we can find that there are similarities and differences value between United States and China. Even Asian and western countries, there is might have similarities occurs. Koontz and O’Donnell (1968) classify the five function of management which is planning, organizing, staffing, coordinating and controlling. This paper is using these five functions differences to elaborate the practices of HRM of both country and comparing the result.

Moreover, in a cross culture studies at International level, Low et al., (2002) presented a study on Singaporean construction firm working in China, which showed that mismanaging cultural differences rendered otherwise successful managers and organisations ineffective and frustrated when working across cultures. According to Ping Chen et al. (2004), effects of culture on transfer and implementation of management philosophies in a cross culture project is not always

The world of management can be intense. Moving to a different country can cause anyone to move outside of their comfort zone. Having to learn a new culture, a new set of skills and how to manage a completely different way. I will describe two scenarios. One scenario is about a French manager who moves to a French subsidiary in the Netherlands. The second scenario is about an Egyptian manager. The Egyptian moves to the headquarters of a U.S multinational company. I will use the Hofstede’s cultural dimensions and Meyers cultural map as analysis of the cross-cultural challenges the managers may face.

Management can also refer to the person or people who perform the act(s) of management.