Purpose of this report is to identify managerial roles which managers play inday-to-day work and how they contribute to the success of a business. FirstlyOverview of managerial roles gives brief idea of managerial roles andcategories of managerial roles will elaborate after that. Application ofmanagerial roles will be done on manager of Amana Bank. Recommendationwill take part according to the application and finally conclusion willsummarise the report. A person who oversees an organisation or one of itssubunits besides their chief officers is a manager (Biddle, 1986). Managementis known as achieving the organisational goals through planning, organising,leading and controlling organisational resources in an effective and efficientmanner. These functions are applied to human, financial and informationresources with the ultimate purpose achieving of organisational goals(Mintzberg, 1973).
As the managers involve in the basic managementfunctions, they often find themselves playing a variety of different roles. Inaddition, to perform their functions most successful and to be fruitful in theirdifferent jobs, managers should likewise draw upon an arrangement of basicabilities (Griffin, 2013). Managerial roles are particular practices related withthe task of management. Managers embrace these roles to achieve theessential goals of management. One of the earliest and most persistingstudies of managerial roles originates from Henry Mintzberg who shadowedand observed managers.Page | 32.0 Overview on Managerial RolesA standout among the most persisting illustration of managerial roles derivedfrom Henry Mintzberg, who built up a study in managerial roles. His analysisis unmistakable regarding in researches on managerial roles which hesituated into three fundamental classes.
Mintzberg has given thismethodology higher recognition although numerous analyses haveconsidered the real work of managers (Kreitner, 2008). Managerial roles arespecific behaviours associated with the task of managing such asinterpersonal, informational and decisional (Mintzberg, 1973).Below table 1 illustrates the managerial roles and the sub categories of eachrole as per the studies Mintzberg.
Table 1: Henry Mintzberg managerial roles and categorisationsCategory RolesInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDisturbance handlerResource AllocatorNegotiatorSource:- Author developed (2018) Based on Mintzberg (1973)Page | 42.1 Interpersonal RolesA manager’s interpersonal skills are his or her ability to understand how tomotivate individuals and groups, accordingly interpersonal roles includesfigurehead, leader and liaison (Mintzberg, 1973). The managers playinterpersonal roles, they use their human and communication skills as theyperform management functions. Managers play a figurehead role when theyrepresent the organisation or department in ceremonial and symbolicactivities. They welcome guests, speak to the organization at ceremonies andfunction as emissaries for the company (Hill, 2007). Managers play the leadrole when they motivate, train, communicate and influence employees toincrease the productiveness. Responsibilities are at the coronary heart of themanager.
Subordinate courting and consist of motivating subordinates,structuring and overseeing their development, inspiring their improvement andbalancing effectiveness (Peaucelle and Guthrie, 2012). Liaison job is wheremanagers connect with individuals outside their immediate units. These mightbe the managers of different units inside the organisation or individualsoutside the organization, an imperative motivation behind such liaisons are tobuild a network of relationship. Managers can utilize their network to helparrange works by their units with others, building a network is one of the mostimportant tasks. (Hill, 2007).2.2 Informational RolesIn fact, it is the manager’s informational roles that tie all managerial worktogether – linking status and the interpersonal roles with the decisional roles(Mintzberg 1973, 71). Managerial work is essentially information processingand requires the manager to play a number of information roles such asmonitor, disseminator and spokesperson (Mintzberg, 1973).
An organisationflattens their structures and adopts information and communicationtechnologies. The monitor looks for data inside and outside of theirorganisation to survey their organisation’s activities and changes that shouldbe made. For instance, Microsoft CEO is always looking into aggressivemechanical and technological pattern changes in the market in whichMicrosoft contends (Hill, 2007). As indicated by Mintzberg (1973),Page | 5disseminator transmits facts inside this is gotten from both within theorganisation and from external parties. Disseminators should then transfer’sprofitable data inside to workers accordingly.
The spokesperson speaks forthe organisation to outsiders. Managers need to pass-off informationremotely, going about as a representative for their brand (Mintzberg, 1973) fora model a marketing manager showing up in a question and answer sessionand presenting the product or illuminating vital choices taken by theorganisation to the market.2.3 Decisional RolesInformation is not, of course, an end in itself, it is basic input to decisionmaking. The managers play a major role in their unit’s decision-makingsystem. As its formal authority, only the manager can commit the unit toimportant new courses of action and as its nerve centre (Vecchino, 2007).The decisional role includes entrepreneur, disturbance, resource allocator andnegotiator (Mintzberg 1973). An imperative class of management decisionincludes resource allocation; organisations never have enough cash, time,stocks or employees to fulfil their needs.
A significant choice of managers is tochoose how best to apportion the resources under their control betweencontending claims to meet the organisation goals (Hill, 2007). The disturbancehandler takes a corrective decision when the company faces critical,surprising problems. In managerial work unexpected issues emergefrequently, deals may develop gradually, the stock may aggregate, productionprocess may fall down, and managers must choose what to do about theseunexpected issues regularly and quickly (Hill, 2007). The entrepreneur acts asdesigner, an initiator, an innovator and inspires change. Managers mustensure their associations improve and innovate while necessary, making thedecision to develop inventiveness and driving species to the advancement ofnew products offers to more expand customer base (Hill, 2007). Negotiating isnonstop for managers they negotiate with providers, clients, superiors andeven with subordinates. When negotiating choice can bring down costsskilled negotiators will probably effectively implement strategies to raise theperformance of their association (Hill, 2007).Page | 63.
0 Application of managerial roles and recommendationBasically the information given on the articles prove the utilisation ofmanagerial roles in every job, similarly, in an observation about job significant,Mintzberg work has been repeated ordinarily. Mr. Zuhail branch manager ofAmana Bank represents the branch on award ceremonies after achieving theyear-end targets, this shows interpersonal skills on him according toMintzberg’s theory where he has been a figurehead in ceremonies torepresent on behalf of his branch also Mr Zuhail being a great leader withoutbeing just a manager trained his subordinates and showed the progress to beworked to achieve the targets the branch has been given. Moreover,Mr.Zuhail should improve his informational skills where he should share hisknowledge with other branch managers on how he achieved the goals so thatthe whole organization could increase their productivity and portfolio.
Mintzberg (1973) applies it by sharing the information being sent and detailedit further. Managers should share the flow of information towards thesubordinates.Page | 74.0 Advantages and LimitationsThe influence from the management drives the manager to supportinterference and look for substantial as they make on choices in a limitedperiod. This is the place Mintzberg’s job role is useful (ProvenModels, 2018).
It features the comprehension of CEO’s time management and enhances thegiven work they create abilities appropriately. Mintzberg job typology was themost hypothetical commitment of all. It made legitimacy and a typical dialect(ProvenModels, 2018). Mintzberg’s objective was to watch managerialconduct and break down it through research-based. Diverse individualsachieved it after 3 many research-based theories. Managers who involve asuperior comprehension with the undertaking research on managerial rolescan lead themselves to manage a superior position and furthermore todiscover an approach to settle on better basic leadership.
This builds theaffectability of supervisors (Sekaran and Bougie, 2010; Altamony, Masa’dehand Gharaibeh, 2017).According to Hill (2007), Mintzberg’s model of managerial roles has somelimitations, further explains that the model teaches what managers do, but itdoes not tell what managers should do because the module was derived bywatching managers work. Hill (2007) further stated that the model shouldinclude how to perform the different roles and how to improve the tasks likenegotiations and resource allocating respectively.Page | 85.0 ConclusionIt is clear that how managerial roles take place in every business organisationto achieve their respective goals. Henry Mintzberg’s research on managerialroles teaches how the manager’s process on different criteria’s. Theintroduction gives a broad idea about managerial roles in views of Kreitner(2003) and Mintzberg (1973).
Managers need to adopt each one of themanagerial roles to achieve the goals of the organization. Through this model,the importance of the bond between top-level managers and lower levelmanagers is clearly shown. Further managers should communicate within theorganisation employee instantly to make sure they are empowered with thecorrect knowledge. Mr. Zuhail, the branch manager of Amana Bank compliesto analyse of managerial roles and the study gives how manager contribute tothe roles.
Finally, recommendations suggest how to manage the roles andtheir assistance towards the organisation’s success and views about themanagerial model.
