Manager Roles
Summary
TLDRThis video script explores the multifaceted roles of managers, emphasizing their interpersonal, informational, and decisional responsibilities. Highlighting the figurehead, leader, and liaison roles, it illustrates how managers interact and motivate. Information gathering, processing, and sharing through the monitor, disseminator, and spokesperson roles are detailed, showing the vital role of communication. Decision-making through the entrepreneur, disturbance handler, resource allocator, and negotiator sub-roles is also discussed, providing a comprehensive framework for understanding managerial functions.
Takeaways
- π Managers perform various roles beyond the traditional terms of planning, organizing, leading, and controlling.
- π£οΈ Interpersonal roles are central to management, with managers often acting as figureheads, leaders, and liaisons.
- π€ In the figurehead role, managers engage in ceremonial duties, such as greeting visitors and representing the company at events.
- π As leaders, managers motivate and encourage workers to achieve organizational goals, including setting challenging targets.
- π€ The liaison role involves interaction with external parties, with studies showing managers spend significant time with outsiders.
- π Managers are information gatherers, spending up to 40% of their time obtaining and sharing information, as per MIT's Berg's study.
- ποΈ In the monitor role, managers actively seek and receive information, due to their extensive personal contacts.
- π’ As disseminators, managers share collected information with subordinates and others within the company.
- π’ Spokespersons share information with individuals outside their department or organization, highlighting the outward-facing aspect of managerial roles.
- π οΈ Decision-making is a critical part of management, with roles including entrepreneur, disturbance handler, resource allocator, and negotiator.
- π The entrepreneurial role involves adapting to change, while the disturbance handler role addresses immediate pressures and problems.
- π° Resource allocators decide on the distribution of resources, and negotiators handle agreements on schedules, goals, and employee raises.
Q & A
What are the four main management functions that managers engage in?
-The four main management functions are planning, organizing, leading, and controlling.
How would you describe the typical activities of managers during their day?
-Managers spend their day talking to people, gathering and giving information, and making decisions, rather than strictly using the terms planning, organizing, leading, and controlling.
What are the three major roles that can be observed in a manager's daily activities?
-The three major roles are interpersonal roles, informational roles, and decisional roles.
What are the three sub-roles that fall under the interpersonal role of management?
-The three sub-roles under the interpersonal role are figurehead, leader, and liaison.
What kind of duties does a manager perform in the figurehead role?
-In the figurehead role, managers perform ceremonial duties such as greeting company visitors, speaking at the opening of a new facility, and representing the company at community events.
How do managers act as leaders in their role?
-Managers act as leaders by motivating and encouraging workers to accomplish organizational objectives, such as establishing challenging goals.
What does the liaison role involve for managers?
-In the liaison role, managers deal with people outside their units, spending as much time with outsiders as with their own subordinates and bosses.
Why is obtaining and sharing information important for managers?
-Obtaining and sharing information is important for managers because it helps them make good decisions by staying informed about the business environment and internal company matters.
What are the three informational sub-roles identified by Mintzberg?
-The three informational sub-roles identified by Mintzberg are monitor, disseminator, and spokesperson.
What is the primary activity of managers in the monitor role?
-In the monitor role, managers scan their environment for information, actively contact others for information, and receive a great deal of unsolicited information due to their personal contacts.
How do managers in the spokesperson role differ from those in the disseminator role?
-In the spokesperson role, managers share information with people outside their departments or organizations, whereas in the disseminator role, they distribute information to employees within the company.
What are the four decisional sub-roles that managers engage in according to Mintzberg?
-The four decisional sub-roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
Can you explain the role of a manager as an entrepreneur?
-In the entrepreneurial role, managers adapt themselves, their subordinates, and their units to change.
What does a manager do in the disturbance handler role?
-In the disturbance handler role, managers respond to pressures and problems that are so severe they demand immediate attention and action.
How are resources allocated by managers in their role as resource allocators?
-In the resource allocator role, managers decide who will get what resources and how many resources they will receive.
What is the negotiator role in management and what does it involve?
-In the negotiator role, managers negotiate schedules, projects, goals, outcomes, resources, and employee raises.
Outlines
π Managerial Roles and Daily Activities
This paragraph introduces the multifaceted roles that managers play in an organization, beyond the traditional terms of planning, organizing, leading, and controlling. It emphasizes the people-intensive nature of management, highlighting the interpersonal roles of figurehead, leader, and liaison. Managers perform ceremonial duties, motivate workers, and interact with external parties. The paragraph also underscores the importance of information gathering and sharing, with managers spending a significant amount of time in face-to-face communication, which is crucial for decision-making.
π Informational Roles in Management
This section delves into the informational roles that managers assume, as identified by MIT's Berg. It describes how managers act as monitors, constantly scanning the environment for information and receiving unsolicited information due to their extensive contacts. The role of disseminator involves sharing collected information with subordinates and others within the company, while the spokesperson role involves communicating with external entities. The paragraph highlights the significance of information in aiding managers to make informed decisions.
π οΈ Decision-Making Sub-Roles of Managers
The final part of the script focuses on the decisional sub-roles of managers, as outlined by Mintzberg. It details the entrepreneurial role, where managers adapt to change, the disturbance handler role, addressing urgent problems, the resource allocator role, where decisions on resource distribution are made, and the negotiator role, involving negotiations on various aspects such as schedules, goals, and employee raises. The paragraph concludes by emphasizing the framework provided by these roles and sub-roles for the core managerial functions.
Mindmap
Keywords
π‘Managers
π‘Interpersonal roles
π‘Figurehead
π‘Leader
π‘Liaison
π‘Information
π‘Monitor
π‘Disseminator
π‘Spokesperson
π‘Decision-making
π‘Entrepreneur
π‘Disturbance handler
π‘Resource allocator
π‘Negotiator
Highlights
Managers engage in planning, organizing, leading, and controlling but may not use these terms to describe their daily activities.
Managers play various roles, primarily interpersonal, informational, and decisional.
Interpersonal roles include figurehead, leader, and liaison, with managers performing ceremonial duties and interacting with both internal and external parties.
Managers spend significant time obtaining and sharing information, with 40% of their time dedicated to this task according to MIT's Berg.
Informational roles consist of monitor, disseminator, and spokesperson, highlighting the importance of information gathering and distribution.
In the monitor role, managers actively scan the environment and receive unsolicited information due to their personal contacts.
As disseminators, managers share collected information with subordinates and others within the company.
The spokesperson role involves sharing information with external parties outside the manager's department or organization.
Obtaining and sharing information aids managers in making good decisions.
Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator, each with specific responsibilities and actions.
Entrepreneurial managers adapt to change, guiding their units and subordinates through transformation.
Disturbance handlers respond to severe pressures and problems requiring immediate attention and action.
Resource allocators decide the distribution of resources among team members and the quantity they receive.
Negotiators are responsible for settling schedules, projects, goals, outcomes, resources, and employee raises.
Manager roles and sub-roles provide a framework that encompasses planning, leading, organizing, and controlling.
The framework helps to understand the dynamic and multifaceted nature of managerial work.
Transcripts
[Music]
although all types of managers engage in
planning organizing leading and
controlling if you were to follow them
around during a typical day on the job
you probably wouldn't use those terms to
describe what they actually do rather
you'd see the various roles managers
play let's take a look managers talk to
people gather and give information and
make decisions furthermore these three
major roles can be subdivided into sub
roles interpersonal roles more than
anything else
management jobs are people intensive in
fulfilling the interpersonal role of
management managers perform three sub
roles figurehead leader and liaison in
the figurehead role managers perform
ceremonial duties such as greeting
company visitors speaking at the opening
of a new facility or representing a
company at a community luncheon to
support local charities in the leader
role managers motivate and encourage
workers to accomplish organizational
objectives one way managers act as
leaders is to establish challenging
goals in the liaison role managers deal
with people outside their units studies
consistently indicate that managers
spend as much time with outsiders as
they do with their own subordinates and
their own bosses
not only do managers spend most of their
time in face-to-face contact with others
they spend much of it obtaining and
sharing information MIT's Berg found
that managers in his study spent 40
percent of their time giving and getting
information from others in this regard
management can be viewed as gathering
information by scanning the business
environment and listening to others in
face-to-face conversations processing
that information and then sharing it
with people both inside and outside the
company
Mintzberg described three informational
sub roles monitor disseminator and
spokesperson
in the monitor role managers scan their
environment for information actively
contact others for information and
because of their personal contacts
receive a great deal of unsolicited
infor information in the disseminator
role managers share the information
they've collected with their
subordinates and others in the company
in contrast to the disseminator role in
which managers distribute information to
employees inside the company managers in
the spokesperson role share information
with people outside their departments or
organisations
Mintzberg found that obtaining and
sharing information is not an end in
itself obtaining and sharing information
with people inside and outside a company
is useful to managers because it helps
them make good decisions according to
mintzberg managers engage in four
decisional sub roles entrepreneur
disturbance handler resource allocator
and negotiator in the entrepreneurial
role managers adapt themselves their
subordinates and their units to change
in the disturbance handler role managers
respond to pressures and problems so
severe that they demand immediate
attention in action in the resource
allocator role managers decide who will
get what resources and how many
resources they will get in the
negotiator role managers negotiate
schedules projects goals outcomes
resources and employee raises manager
roles and sub roles provide a framework
for planning leading organizing and
controlling
[Music]
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