Manager's Work, Roles and Skills

An examination of the management literature reveals a variety of constructs designed to allow an analysis of the functions of management and the roles of managers who perform the management task. These constructs can be broadly categorised into technical processes (with a scientific basis) and social processes (with a human relations basis).

Mintzberg discovered that managers spent most of their time engaging in the ten specific roles. He was able to then classify these roles into three categories. Interpersonal roles, informational roles and decisional roles. To get a better understanding of these roles, we will take an example of a director.

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

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.

Management is the process of getting things done, effectively and efficiently, through and with other people (Robbins, DeCenzo & Coulter, 2015). The functions of a manager are defined primarily as planning, organizing, leading and controlling. This paper will discuss these functions, their importance and benefits.

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

Compare and contrast the traditional roles of managers presented by Fayol’s early writings with more contemporary research of Stewart and Mintzberg. Support your answers with examples.

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.

According to Henry Mintzberg, the works of a manager are divided into three basic roles. The first of all is Interpersonal Roles, for example, as a manager, he or she needs to representing the company, or on the other words to be the figurehead. A manager has to represent the company to certain occasion like weddings, dinners, etc. Managers are leaders, they are the ones who have the responsibility to direct and coordinate with the other employees, they also have the ability to hire and fire the staffs. Managers spend more time outside the office to develop their business, according to Mintzberg, that is known as the liaison role.

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.

To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.

In an organization, manager is “someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.”(Robbins, Bergman, Stagg & Coulter, 2012, p.10) Managers play an important role as the organization requires their skills to overcome the challenges in chaotic times. Besides, manager is vital to make sure all the work activities operate smoothly and thus achieve the goals efficiency and effectively. There is said to be three specific categorization schemes which are functions, roles and skills to describe what managers exactly needed to do at each level of management.

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,

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.