Interpersonal Role
By observing the actual activities from managerial behaviours, Mintzberg (1973) claimed that Interpersonal Roles referred the involvement of managers in interpersonal contacts from which its benefit were derived. The foundation of the roles are from the association of authority and status with holding managerial roles (Mintzberg, 1971).
However, they are also the extent of people and other duties that are ceremonial and symbolic characteristically (Robbins, Bergman, Stagg and Coulter, 2010). They include three subroles, which are: figurehead, leader and liaison, each of which has different importance and applications into organisation. On the top of that, the performance of the roles requires interpersonal skills in view of the fact that work is conducted by employees through personal meetings with managers. The skills or human skills are defined as the capacity of well collaborating, understanding mutually and building up allocated effort within teams. ( Robbins et al, 2010). These skills are significantly necessary to addressing a variety of role interfaces which are uncertain and requiring the management of conflict.( Bassett and Carr, 1996).
Therefore, the roles accompanying with the skills are important to a wide range of organisational types and levels such as government agency, private company or even non-profit organisations and large corporation or small outlets. For example, charity organisations need to interact with people, persuade them to join and donate for the charity or with business to seek out the supporting funds. Additionally, interpersonal roles are crucial even to new small business because of the fact that they help the business start building customer relationship leading to the reputation formation for the business, and training, motivating subordinates to support the business. Moreover, interpersonal roles are essential to the managerial work because its centre is on information in which the major sources are interpersonal
However, they are also the extent of people and other duties that are ceremonial and symbolic characteristically (Robbins, Bergman, Stagg and Coulter, 2010). They include three subroles, which are: figurehead, leader and liaison, each of which has different importance and applications into organisation. On the top of that, the performance of the roles requires interpersonal skills in view of the fact that work is conducted by employees through personal meetings with managers. The skills or human skills are defined as the capacity of well collaborating, understanding mutually and building up allocated effort within teams. ( Robbins et al, 2010). These skills are significantly necessary to addressing a variety of role interfaces which are uncertain and requiring the management of conflict.( Bassett and Carr, 1996).
Therefore, the roles accompanying with the skills are important to a wide range of organisational types and levels such as government agency, private company or even non-profit organisations and large corporation or small outlets. For example, charity organisations need to interact with people, persuade them to join and donate for the charity or with business to seek out the supporting funds. Additionally, interpersonal roles are crucial even to new small business because of the fact that they help the business start building customer relationship leading to the reputation formation for the business, and training, motivating subordinates to support the business. Moreover, interpersonal roles are essential to the managerial work because its centre is on information in which the major sources are interpersonal