According to Robbins and Judge (2011), Managers get things done through other people. As simplistic as that may sound, this singular function encompasses various functions that require an individual to utilize multiple skills and act in numerous roles. Henri Fayol breaks the managerial function down into 4 major categories; planning, organizing, leading, and controlling. As a manager steps into each of these functions, he/she must take on one of the 2 role categories that are defined by Henry Mintzberg. The interpersonal role which encompasses functions such as being the symbolic face of the organization, maintaining ties with people outside of the organization to gather information and forming a vision for the organization that motivates the employees. The informational role which includes activities wherein the individual monitors information, digests it and disseminates it within and without the organization. And finally the decisional role wherein the individual makes decision regarding the resource allocation, long-term planning organization and dispute resolution. In this paper I will examine 2 distinct organizations, one…
6); one that others look-up to for a sense of accomplishment or guidance as well as a networking relationship, all of which build trust. The interpersonal role will put management in the forefront of the organization and community. Skills required will include the ability to clearly communicate to others as well as effectively direct and lead subordinates. The informational role as described by Robbins & Judge (2011) carries out three objectives; to collect and distribute market information; to represent the organization. The purpose of this role is to realize customer trends and send that information back to those who can make the changes needed to remain competitive. Again, management will need to network effectively with others to better understand changing market trends. The skills will require management to understand what tools will be needed that would deliver the best source of information. The decisional role consists of four elements; the entrepreneur role; the disturbance handler; the resource allocator; and the negotiator (p. 7). The entrepreneur role will allow management to use the market information that he or she has gathered to better align the organization to remain competitive. The disturbance handler puts management at the forefront of critical issues that may hinder performance. The resource allocator will require management to understand what sources will be needed, including human capital, to accomplish the organization 's goals. The negotiator role will require management to pull all of these resources together and to collaborate a way to be successful. The skills needed to perform the in the roles listed above does not develop overnight, however. It takes time to become a figurehead and liaison or to become one with an ability to effectively direct others. As Parente, Stephan, and Brown (2006) point out "strategic manage skills and abilities are…
3.How does this case bring the profile of the 21st century manager (Table 1–3) to life? Explain.…
• What has been the manager’s career path to her current position? What companies has she worked for and what have her responsibilities been?…
Since the topic of this individual report is the assessment of myself and then to analyze the strength and weakness of me for being a new manager, I would like to start with the question: “What is a manager?”…
Upon joining the managerial ranks of an organization, aspiring manager must possess certain skills that will enable them to perform their tasks…
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Managers are essential for any type of business in order to succeed. They are specialists required to perform a particular set of specialized roles that are dependent on the functional area in which they work [1]. Their rule cannot be ignored. They are the ones who are responsible of planning, organizing, commanding, coordinating, and controlling [2]. This paper is designated to study the role of managers in the different functional areas of any business. But what are the functional areas of any business? What are the types of managers and what skills they need to have for each functional area? The following shows the answers for each question.…
Mintzberg believes that there are 6 purposes why there should be a manager in a business. First to ensure the organisation serves its purpose. Second, design and maintain the stability of operations. Third, take charge of strategy-making and adaptation to changing environment. Fourth, to ensure the organisation serves the ends of those who control it. Fifth, be the key informational link between the organisation and the environment. Finally, to have formal authority to operate the organisation’s status system ( Mullins, 2007).…
Based on external research (library, Internet, etc.) write a short text about the manager of a famous company. Describe at least one of the functions that the managers perform.…
Every business organization has its own ways of managing issues and problems occurring in their environment. Ritz Carlton cares about perfecting their image and reputation, and in order for that, they must be make sure that they’re managing skills are faultless. Managerial roles include such as, planning, organizing, leading and controlling. “Precise standards and specifications for treating consumers” [1 Studymode.com (2011] showing us that they plan on choosing the best staff in order to provide the best for their valuable consumers. Organization is key to a manager, especially at Ritz Carlton, where they constantly reinforce company values and service techniques. Similarly, at Ritz Carlton, they continuously school their employees daily for 15 minutes. [2 Studymode.com (2011] In order to sure that their employees are always updated and kept to standards that match the name of the company. In order for a manager to lead, they must be able to affect and get the attention and respect of their subordinates; this is done in different ways at Ritz Carlton. They provide monetary and non monetary rewards in order to increase motivation and effect placed by the employees. Also, “they don’t tell employees what to do and how to make customers happy” [3 Studymode.com (2011] they allow the employees to please and meet the expectations needed on their own, as they like to keep their presentations and approach natural, and less taught. Final role of a manager is to control the business and their employees too. In order to control their business, they must make sure that they’re internal factors such as employees are constantly under control. External factors such as language should also be controlled. Hiring subordinates who speak different languages to avoid any embarrassment and uncomfort for the consumers. Nevertheless, challenges are faced in all contemporary business organizations…
I choose the listed sources because I believe the two references to be from a reliable source which will strengthen my essay with relevant points. I chose a quote from the “Management” book and paraphrased information from “Becoming a master student”. Both books are from the “ebook” collection inside the University of Phoenix website library.…
This report begins with the brief profile of two managers and their achievements from BREADTALK GROUP LIMITED and Ya Kun International Private Limited. This is follow by the key qualities that make these two managers so successful . Thereafter, the report is conclude by how similar both managers of different organisation are and the lessons that have been learnt from these successful managers.…
ORGANIZATIONAL BEHAVIOR T E N T H E D I T I O N OBJECTIVES LEARNING AFTER STUDYING THIS CHAPTER AND LISTENING TO MY LECTUER,I HOPE THTAT YOU WILL BE ABLE TO: 1. Define organizational behavior (OB).…
In this article Mintzberg reviews the individual framework of management and the importance of a well-rounded job of managing. He explains why a manager’s job should not be isolated to one role but rather, integrated as managing has to be “well rounded.” Mintzberg listed how each role affect managers in various industries and how different managers may interpret their roles differently. I find this article barely useful because it does not touch entirely on interpersonal roles, and because majority of the context is the author’s personal opinion, thus the presence of biasness. It does however, sets me thinking on the importance of the integrated job of managing. (Mintzberg 1994, 211-226).…