MANAGERIAL ROLES.

Prepared By: Sameer M Dani Enroll.No:120080125009

Definition: Mintzberg has defined the role of managers to identify what manager has to do in the organization. In turn, role itself is defined as expected behaviour of the occupant of a position-not all their behavior, but what he does as the occupant of that position. Managerial Quality may be further defined in another way as: It refers to the quality of behaviour of the individuals whereby they guide people or their activities in an organized manner. Classification of the managerial roles: As suggested by Mintzberg, managerial roles depend on the formal authority which is simply delegated to the manager in an organization. In this case the degree of authority determines the status and different roles.The three main managerial roles are as under: 1. Interpersonal Roles 2. Informational Roles 3. Decision Roles INTERPERSONAL ROLES

Managers interpersonal role is concerned with his interacting with other parties as well as organizational members. 1. Figurehead Role: In this role the manager performs the roles of traditional, formal and representative nature. This includes: -Greeting the visitors. -attending the social functions -Handling out medals and certificates. 2. Leadership Roles. This involves leading the subordinates and motivating them for willing contributions. In this he is concerned with: -Hiring -Training -Motivating -Encouraging 3. Liaison Roles: In this role the manager acts as a liaison between his organization and the outsiders or between his unit and other organizational unit. In this his main roles confines to the maintaining of relation of the organization with the external environment.

INFORMATIONAL ROLES 1. Monitor Roles: In this the manager continuously collects information about those factors which affect his activities. Mostly he collects information from his subordinates. 2. Disseminator Roles: This identifies the role of manager in which he distributes important information to his subordinates. Through this role he acts as a liaison between his subordinates. 3. Spokesman role: In this the manager needs to represent his organization or unit while interacting with outsiders like customers, financiers, government, suppliers etc. He assures the customers of the company awareness and efforts to fulfill its social responsibility. He also assures the government that the company is abiding by the law.

DECISIONAL ROLES: Under this manager is to perform four roles as: -Entrepreneur -Disturbance Handler -Resource allocate -Negotiator. 1. Entrepreneurial Role: In this the manager measures the risk involved in the task terms of the result of an action. In this case the manager has to make some suitable changes in the organizational processes to align these with the market requirement. 2. Disturbance Handler Roles: In this a problematic situation arises in the company like strikes, bankruptcy, revocation of contract by suppliers etc. At that time the manager needs to compel in this situation to respond and take the corrective measures. 3. Resource Allocation Role: Here the manager allocates human, physical and financial to various organizational units according to their needs. He allocates authority and responsibility among the employees. 4. Negotiator Role:

Under this the manager negotiates with the various interest groups of the organization. The president has to negotiate the issue of strikes. The sales manager has to negotiate with the customers to negotiate the terms of sales. In short the functions of a manager can be stated as under: -the manager has to take the initiative to commence new activity. -the primary objective is to guide and direct the actions of his subordinate. -the leader has to interpret the commands issued to him by his superior. -Also its his function to keep the integrity of his subordinates intact. -to instill confidence of his team members in the purpose of the group. -He should use his power in case of any deviation on the part of the subordinates. -Coordination and Command -Maintaining discipline and high group morale. CRITICISM OF THIS APPROACH 1. Traditional Approach

According to this approach the managers need to do some work that is not purely managerial. 2. Executives: In this the sample of five executives for study and analysis of activities of the managers from top executives to supervisors are extremely limited. 3. Interrelationship among roles: Most of all roles are simply the evidence of managerial functions such as planning, organizing, leading and controlling etc. Similarly, interpersonal role is an example of the function of the leading.