Purpose of different roles. In addition, to perform

Purpose of this report is to identify managerial roles which managers play in
day-to-day work and how they contribute to the success of a business. Firstly
Overview of managerial roles gives brief idea of managerial roles and
categories of managerial roles will elaborate after that. Application of
managerial roles will be done on manager of Amana Bank. Recommendation
will take part according to the application and finally conclusion will
summarise the report. A person who oversees an organisation or one of its
subunits besides their chief officers is a manager (Biddle, 1986). Management
is known as achieving the organisational goals through planning, organising,
leading and controlling organisational resources in an effective and efficient
manner. These functions are applied to human, financial and information
resources with the ultimate purpose achieving of organisational goals
(Mintzberg, 1973). As the managers involve in the basic management
functions, they often find themselves playing a variety of different roles. In
addition, to perform their functions most successful and to be fruitful in their
different jobs, managers should likewise draw upon an arrangement of basic
abilities (Griffin, 2013). Managerial roles are particular practices related with
the task of management. Managers embrace these roles to achieve the
essential goals of management. One of the earliest and most persisting
studies of managerial roles originates from Henry Mintzberg who shadowed
and observed managers.

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2.0 Overview on Managerial Roles
A standout among the most persisting illustration of managerial roles derived
from Henry Mintzberg, who built up a study in managerial roles. His analysis
is unmistakable regarding in researches on managerial roles which he
situated into three fundamental classes. Mintzberg has given this
methodology higher recognition although numerous analyses have
considered the real work of managers (Kreitner, 2008). Managerial roles are
specific behaviours associated with the task of managing such as
interpersonal, informational and decisional (Mintzberg, 1973).
Below table 1 illustrates the managerial roles and the sub categories of each
role as per the studies Mintzberg.

Table 1: Henry Mintzberg managerial roles and categorisations
Category Roles






Disturbance handler
Resource Allocator

Source:- Author developed (2018) Based on Mintzberg (1973)

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2.1 Interpersonal Roles
A manager’s interpersonal skills are his or her ability to understand how to
motivate individuals and groups, accordingly interpersonal roles includes
figurehead, leader and liaison (Mintzberg, 1973). The managers play
interpersonal roles, they use their human and communication skills as they
perform management functions. Managers play a figurehead role when they
represent the organisation or department in ceremonial and symbolic
activities. They welcome guests, speak to the organization at ceremonies and
function as emissaries for the company (Hill, 2007). Managers play the lead
role when they motivate, train, communicate and influence employees to
increase the productiveness. Responsibilities are at the coronary heart of the
manager. Subordinate courting and consist of motivating subordinates,
structuring and overseeing their development, inspiring their improvement and
balancing effectiveness (Peaucelle and Guthrie, 2012). Liaison job is where
managers connect with individuals outside their immediate units. These might
be the managers of different units inside the organisation or individuals
outside the organization, an imperative motivation behind such liaisons are to
build a network of relationship. Managers can utilize their network to help
arrange works by their units with others, building a network is one of the most
important tasks. (Hill, 2007).
2.2 Informational Roles
In fact, it is the manager’s informational roles that tie all managerial work
together – linking status and the interpersonal roles with the decisional roles
(Mintzberg 1973, 71). Managerial work is essentially information processing
and requires the manager to play a number of information roles such as
monitor, disseminator and spokesperson (Mintzberg, 1973). An organisation
flattens their structures and adopts information and communication
technologies. The monitor looks for data inside and outside of their
organisation to survey their organisation’s activities and changes that should
be made. For instance, Microsoft CEO is always looking into aggressive
mechanical and technological pattern changes in the market in which
Microsoft contends (Hill, 2007). As indicated by Mintzberg (1973),

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disseminator transmits facts inside this is gotten from both within the
organisation and from external parties. Disseminators should then transfer’s
profitable data inside to workers accordingly. The spokesperson speaks for
the organisation to outsiders. Managers need to pass-off information
remotely, going about as a representative for their brand (Mintzberg, 1973) for
a model a marketing manager showing up in a question and answer session
and presenting the product or illuminating vital choices taken by the
organisation to the market.
2.3 Decisional Roles
Information is not, of course, an end in itself, it is basic input to decision
making. The managers play a major role in their unit’s decision-making
system. As its formal authority, only the manager can commit the unit to
important new courses of action and as its nerve centre (Vecchino, 2007).
The decisional role includes entrepreneur, disturbance, resource allocator and
negotiator (Mintzberg 1973). An imperative class of management decision
includes resource allocation; organisations never have enough cash, time,
stocks or employees to fulfil their needs. A significant choice of managers is to
choose how best to apportion the resources under their control between
contending claims to meet the organisation goals (Hill, 2007). The disturbance
handler takes a corrective decision when the company faces critical,
surprising problems. In managerial work unexpected issues emerge
frequently, deals may develop gradually, the stock may aggregate, production
process may fall down, and managers must choose what to do about these
unexpected issues regularly and quickly (Hill, 2007). The entrepreneur acts as
designer, an initiator, an innovator and inspires change. Managers must
ensure their associations improve and innovate while necessary, making the
decision to develop inventiveness and driving species to the advancement of
new products offers to more expand customer base (Hill, 2007). Negotiating is
nonstop for managers they negotiate with providers, clients, superiors and
even with subordinates. When negotiating choice can bring down costs
skilled negotiators will probably effectively implement strategies to raise the
performance of their association (Hill, 2007).

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3.0 Application of managerial roles and recommendation
Basically the information given on the articles prove the utilisation of
managerial roles in every job, similarly, in an observation about job significant,
Mintzberg work has been repeated ordinarily. Mr. Zuhail branch manager of
Amana Bank represents the branch on award ceremonies after achieving the
year-end targets, this shows interpersonal skills on him according to
Mintzberg’s theory where he has been a figurehead in ceremonies to
represent on behalf of his branch also Mr Zuhail being a great leader without
being just a manager trained his subordinates and showed the progress to be
worked to achieve the targets the branch has been given. Moreover,
Mr.Zuhail should improve his informational skills where he should share his
knowledge with other branch managers on how he achieved the goals so that
the whole organization could increase their productivity and portfolio.
Mintzberg (1973) applies it by sharing the information being sent and detailed
it further. Managers should share the flow of information towards the

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4.0 Advantages and Limitations
The influence from the management drives the manager to support
interference and look for substantial as they make on choices in a limited
period. This is the place Mintzberg’s job role is useful (ProvenModels, 2018).
It features the comprehension of CEO’s time management and enhances the
given work they create abilities appropriately. Mintzberg job typology was the
most hypothetical commitment of all. It made legitimacy and a typical dialect
(ProvenModels, 2018). Mintzberg’s objective was to watch managerial
conduct and break down it through research-based. Diverse individuals
achieved it after 3 many research-based theories. Managers who involve a
superior comprehension with the undertaking research on managerial roles
can lead themselves to manage a superior position and furthermore to
discover an approach to settle on better basic leadership. This builds the
affectability of supervisors (Sekaran and Bougie, 2010; Altamony, Masa’deh
and Gharaibeh, 2017).
According to Hill (2007), Mintzberg’s model of managerial roles has some
limitations, further explains that the model teaches what managers do, but it
does not tell what managers should do because the module was derived by
watching managers work. Hill (2007) further stated that the model should
include how to perform the different roles and how to improve the tasks like
negotiations and resource allocating respectively.

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5.0 Conclusion
It is clear that how managerial roles take place in every business organisation
to achieve their respective goals. Henry Mintzberg’s research on managerial
roles teaches how the manager’s process on different criteria’s. The
introduction gives a broad idea about managerial roles in views of Kreitner
(2003) and Mintzberg (1973). Managers need to adopt each one of the
managerial roles to achieve the goals of the organization. Through this model,
the importance of the bond between top-level managers and lower level
managers is clearly shown. Further managers should communicate within the
organisation employee instantly to make sure they are empowered with the
correct knowledge. Mr. Zuhail, the branch manager of Amana Bank complies
to analyse of managerial roles and the study gives how manager contribute to
the roles. Finally, recommendations suggest how to manage the roles and
their assistance towards the organisation’s success and views about the
managerial model.


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