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