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Management is a multifaceted field that encompasses various levels of responsibilities and skills. Within organizations, managers play a pivotal role in ensuring the achievement of goals and objectives. This essay explores the different roles of managers in practice, with a focus on how these roles relate to Henry Mintzberg's management roles. It also examines the essential skills required for effective managerial performance and highlights the impact of stakeholders on a manager's work.
Managers exist at different hierarchical levels within an organization, each with distinct responsibilities.
The three primary levels of managers are top-level managers, middle managers, and first-line managers. These levels are characterized by varying degrees of authority and scope of influence.
Top-Level Managers: These executives are responsible for making strategic decisions that shape the organization's long-term direction. They set goals, policies, and overall strategies.
Middle Managers: Middle managers bridge the gap between top-level and first-line managers. They oversee specific departments or divisions and work to implement the strategies devised by top-level management.
First-Line Managers: First-line managers, also known as supervisors, are responsible for the day-to-day operations of their respective teams or units.
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They ensure that employees' tasks align with organizational goals and policies.
Management functions, as defined by Henri Fayol, are crucial components of managerial roles. These functions include planning, organizing, leading, and controlling. Additionally, Henry Mintzberg identified ten management roles categorized into interpersonal, informational, and decisional roles. To be an effective manager, one must possess a combination of skills and competencies, as proposed by Robert L.
Katz, including technical skills, human skills, and conceptual skills.
Mintzberg's framework categorizes managerial roles into three distinct categories: interpersonal, informational, and decisional roles. These roles encompass a range of behaviors and responsibilities, reflecting the complexity of managerial work.
Interpersonal roles require managers to engage in activities that involve people and ceremonial or symbolic duties. The three key interpersonal roles are as follows:
These interpersonal roles are vital for maintaining effective communication, building relationships, and ensuring a positive organizational culture.
Informational roles revolve around the processing and dissemination of information. Managers in these roles collect, analyze, and share data to inform decision-making. The three primary informational roles include:
Informational roles are essential for informed decision-making, effective communication, and organizational transparency.
Decisional roles involve making choices that affect the organization's direction and operations. Managers in these roles leverage their access to information to make informed decisions. The four primary decisional roles are:
Decisional roles require managers to exercise judgment, strategic thinking, and adaptability, as they often involve complex and high-stakes choices.
To gain insights into how Mintzberg's management roles manifest in practice, an interview was conducted with Ms. Ong, a Corporate Affairs Manager with nine years of managerial experience. Ms. Ong's role as a middle manager in a multinational communications technology company provides a practical context for examining Mintzberg's roles.
Description of the Manager Interviewed:
Ms. Ong is a 35-year-old professional with a degree in marketing. She has been in managerial positions for nearly a decade and currently serves as the Corporate Affairs Manager in her organization. Her responsibilities include planning and organizing events to strengthen relationships with business partners and customers. These events aim to keep stakeholders informed about the company's latest products and services. Additionally, Ms. Ong oversees customer satisfaction surveys to ensure ongoing client contentment.
One of her notable achievements is the development and maintenance of the company's website, which serves as a platform for disseminating news and updates. Ms. Ong's role as a middle manager places her in a pivotal position within the organization's hierarchy.
Interpersonal Roles: Ms. Ong's managerial role prominently features interpersonal skills. She emphasizes the importance of effective communication and relationship-building with individuals and groups. These skills are crucial for liaising with both first-line employees and top management. Ms. Ong assumes the roles of a leader, motivating her team and ensuring they remain aligned with organizational objectives. Additionally, her liaison role involves interacting with the media to manage the company's public image.
Informational Roles: Ms. Ong's role extensively involves informational functions. She monitors industry developments, collects information, and processes it for presentation to top management. For instance, she formulates Marketing Communication plans and promotional strategies, which require approval from top management before implementation. Her role as a disseminator involves producing newsletters and publications for internal circulation. Furthermore, she acts as a spokesperson, compiling corporate information for release to the press and the public.
Decisional Roles: While middle managers like Ms. Ong may not have the final say in organizational decisions, they still play a role in decision-making. Ms. Ong's responsibilities include reviewing and approving the selection of promotional media and agencies. She also evaluates the cost-effectiveness of advertising programs and campaigns, ensuring maximum publicity for the organization. This reflects her engagement in the disturbance handler role, addressing specific decisions within her unit.
In summary, Ms. Ong effectively applies Mintzberg's management roles in her daily work. Her interpersonal, informational, and decisional roles align with the framework proposed by Mintzberg, demonstrating the practical relevance of these roles in managerial practice.
Stakeholders are individuals or groups affected by an organization's decisions and actions. Managers must navigate relationships with various stakeholders to achieve organizational objectives. In the case of Ms. Ong, two critical stakeholders significantly impact her work: employees and the media.
Employees are invaluable stakeholders within the organization. Ms. Ong recognizes their importance as contributors of information and data. Each employee's input adds to the pool of information she collects and analyzes. To foster a positive relationship with employees, Ms. Ong organizes celebratory events, such as parties, to acknowledge their contributions when goals are met. Additionally, she provides small gestures like offering coffee or tea during breaks to enhance team cohesion.
By maintaining a positive relationship with employees, Ms. Ong ensures their willingness to support her decisions and contribute to the organization's success. Employees become more motivated and engaged, ultimately benefiting the organization as a whole.
The media is another crucial stakeholder that significantly impacts Ms. Ong's work as a Corporate Affairs Manager. Media plays a dual role, both as a source of opportunity and potential challenge. Ms. Ong engages with mass media by collaborating with editors to prevent negative press coverage. Building strong relationships with media professionals helps secure favorable coverage of new product releases and successful projects.
Within electronic media, Ms. Ong ensures that press articles are promptly posted on the company's website. This strategy keeps stakeholders, including customers and business partners, well-informed about organizational developments. By actively managing media relationships, Ms. Ong helps protect and enhance the company's reputation.
These two stakeholders, employees and the media, illustrate how critical relationships are in achieving organizational goals. Managers must navigate these relationships effectively to garner support and maintain a positive organizational image.
In conclusion, the roles of managers in practice encompass a range of responsibilities that align with the framework proposed by Henry Mintzberg. These roles, categorized as interpersonal, informational, and decisional, reflect the complexity of managerial work. The interview with Ms. Ong, a Corporate Affairs Manager, provided a practical illustration of how these roles manifest in a middle management context.
Effective management also requires a combination of skills, including technical, human, and conceptual competencies, as outlined by Robert L. Katz. These skills enhance a manager's ability to perform their roles effectively and efficiently.
Furthermore, the impact of stakeholders on managerial work is substantial. Employees and the media, as two critical stakeholders, play pivotal roles in shaping managerial decisions and organizational outcomes. Maintaining positive relationships with these stakeholders is essential for achieving organizational objectives.
Ultimately, the success of a manager lies in their ability to balance the various roles, apply essential skills, and navigate the complex web of stakeholder relationships. By doing so, managers contribute to the overall effectiveness and success of their organizations.
Roles of Managers in Practice: A Comprehensive Analysis. (2018, Jul 27). Retrieved from https://studymoose.com/manager-role-henry-mintzbergs-management-roles-essay
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