Download - Managerial Roles That Can Lead To Success
Managerial Roles That Can Lead To Success
Jenny D. Guardaquivel
Usually managers are tends to be an autocratic leader, some are democrats but just
very few. Managerial roles are important function on the organization because the
manager implements strategies to achieve an organizational mission or goal. The manager
has a greater part to lead the management towards success they are the symbol of
leadership on its subordinates. The manager has the ability or skill to lead every
individual. It is an expectation for a managers behavior falls into three categories;
interpersonal, informational and decisional roles (Mitzberg, H., 1973).
First, interpersonal role. Interpersonal is a figurehead, liaison and a leader. The
managers have the capacity to lead and have the connection among his/her staff, to higher
positions and also on the people around his/her environment. Thinking about taking on
ten different roles may be daunting, but after this lesson, you'll have the precise
vocabulary to describe how an effective manager uses the three interpersonal
management roles of figurehead, leader, and liaison (Cordone, J., n.p). Based on
(McPheat, S., 2009), to review the interpersonal roles of a manager include acting as a
figurehead, acting as a leader, or acting as a liaison. As a person I think that my
leadership skills needs a lot of improvements and also lack of practice and experience,
but I know that life is a everyday learning's that someday I may be capable of leading and
being a role model on others.
Second, informational role. One of the managers role is to monitor and to guide their
subordinates. Managers role is also a spokesperson delivers the goal of the organization
and a disseminator too. Moreover, managers also distribute task that comes from the head
of the company to the staff or to the employees and they also scattered their
advertisements through media such as on facebook, instagram and twitter etc.. According
to (Chiocchio, F. , Dubé, J. & Lebel, P., 2016), information about one’s training
background, expertise and knowledge is in itself a type of knowledge referred to as
informational characteristics: the “underlying attributes of individuals (e.g., work
experience and education) which are important in the completion of the task”. These
informational roles are all about receiving and transmitting information so that managers
can serve as the nerve centers of their organization (Mitzberg, H., 1973). Managers are
also creative in their own special way specially nowadays, because the trend in business
world is highly competent. Thus, i’ve realize that managers should have the guts or have
the ideas in her/his mind to be capable to act and to deliver a command to his
subordinates and to lead the company toward success.
Third, decisional role. Managers are the one who are responsible to make decisions
to minimize resources and even to maximize profits. Managers are being able to decide
based on the performance of their subordinates. They are also a negotiator with other
businessmen and managers are an entrepreneur too. Ideally, a skilled manager is able to
move in and out of each role with ease, but it is more likely for new leaders to gravitate
naturally toward one or two of the three areas. Understanding each of the types of
management roles is helpful in recognizing nuances in leadership skills. This lesson
focuses on specific types of decisional management roles: entrepreneur, disturbance,
handler, resource allocator and negotiator (Cordone, J., n.p). Managers make decisions
about changing what is happening in an organization. They may have to initiate change
and take an active part in deciding exactly what is done – they are proactive. This is very
different from their role as disturbance handlers, which requires them to make decisions
arising from events that are beyond their control and which are unpredictable. The ability
to react to events as well as to plan activities is an important aspect of management. The
resource allocation role of a manager is central to much organizational analysis. A
manager has to make decisions about the allocation of money, equipment, people, time
and other resources. In so doing a manager is actually scheduling time, programming
work and authorizing actions. The negotiation role is important as a manager has to
negotiate with others and in the process be able to make decisions about the commitment
of organizational resources (The Open University, 2016). Hence, managers should be
strict on realizations of goals and also to deadlines of work, managers must have this
many different kinds of ability and skills to able to lessen the problems inside the work
environment.
Generally, managers must have these three role which is interpersonal, informational
and decisional roles to be able to lead his/her co-workers, subordinates and even the
company to success. A well develop skilled manager can achieved his/her goal within a
span of time, specially when a manager can works well with. Experience and practice
helps a lot and even it can be useful in our daily life.
References
Chiocchio, F, Dubé, J. & Lebel, P., 2016. Informational role self-efficacy: a validation in
interprofessional collaboration contexts involving healthcare service and project teams.
Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4847374/
Cordone,20 J., n.p. Decisional Roles in Management: Types, Examples & Definition.
Retrieved from http://study.com/academy/lesson/decisional-roles-in-management-types-
examples-definition.html
Cordone, J., n.p. Interpersonal Roles in Management: Types & Definition. Retrieved from
http://study.com/academy/lesson/interpersonal-roles-in-management-types-definition-
quiz.html
McPheat, S., 2009. The 3 Different Types Of Interpersonal Roles. Retrieved from
http://www.mtdtraining.com/blog/interpersonal-roles.htm
Mitzberg, H., 1973. 10 Managerial Roles by Henry Mintzberg. Retrieved from
https://iedunote.com/mintzbergs-10-managerial-roles
The Open University, 2016. Managing and managing people. Retrieved from
http://www.open.edu/openlearn/money-management/management/leadership-and-
management/managing-and-managing-people/content-section-4.3.3