![]() ![]() ![]() This role includes hiring, training, motivating, and disciplining employees. When the president of a college hands out diplomas at commencement or a factory supervisor gives a group of highschool students a tour of the plant, he or she is acting in a figurehead role. INTERPERSONAL ROLES All managers are required to perform duties that are ceremonial and These ten roles can be grouped as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. Based on his observations of these managers, Mintzberg concluded that managers perform ten different highly interrelated roles, or sets ofīehaviors, attributable to their jobs. Management Roles In the late 1960s, a graduate student at MIT, Henry Mintzberg, undertook a careful study of five executives to determine what these managers did on their jobs. So, using the functional approach, the answer to the question of what managers do is that they plan, organize, lead, and control. This monitoring, comparing, and potential correcting is what is meant by the controlling function. If there are any significant deviations, it is management’s job to get the organization back on track. Actual performance must be compared with the previously set goals. To ensure that things are going as they should, management must monitor the organization’s performance. After the goals are set, the plans formulated, the structural arrangements delineated, and the people hired, trained, and motivated, there is still the possibility that some thing may go amiss. When managers motivate subordinates, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are engaging in leading The final function managers perform is controlling. Every organization contains people, and it is management’s job to direct and coordinate these people. It includes the determination of what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Managers are also responsible for designing an organization’s structure. The planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Since organizations exist to achieve goals, someone has to define these goals and the means by which they can be achieved. If you don’t know where you’re going, any road will get you there. Today, we’ve condensed these down to four: planning, organizing, leading, and controlling. Management Functions In the early part of this century, a French industrialist by the name of Henri Fayol wrote that all managers perform five management functions: They plan, organize, command, coordinate, and control. The people who oversee the activities of others and who are responsible for attaining goals in these organizations are their managers (although they’re sometimes called administrators, especially in not- for-profit organizations). Based on this definition, manufacturing and service firms are organizations and so are schools, hospitals, churches, military units, retail stores, police departments, and local, state, and federal government agencies. This is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. Managers do their work in an organization. They make decisions, allocate resources, and direct the activities of others to attain goals. Then let’s look at the manager’s job specifically, what do managers do? Managers get things done through other people. What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work-the organization. ![]()
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