The role of a manager is a set of behaviors that are associated with the task of managing. Using these roles, managers accomplish the basic functions of management just discussed: planning and strategizing, organizing, controlling, and leading and developing employees. Mintzberg was one of the first and most enduring writers to describe the role of the manager. He observed what managers did during the day by shadowing them. He grouped the roles into three categories: interpersonal roles, informational roles, and decisional roles.
Managers in this category are responsible for using the information they gain to make strategic business decisions. A manager must make decisions and solve organizational problems based on the information they receive about the environment. Managers have four fundamental responsibilities.
- Managers constantly look for new ideas and adapt their units to changing conditions by looking for new ideas.Managers create and control change within their organizations. They solve problems, generate new ideas, and implement them.
- As entrepreneurs, managers face dynamic technological challenges and are continuously improving their units. The company is always on the lookout for new ways to improve and expand its products. A feasibility study is initiated, capital for new products is secured as needed, and employees are consulted for suggestions on how to improve the organization. Through suggestion boxes and meetings with R & D personnel and project managers, this can be achieved.
- Entrepreneurs are responsible for managing business processes and organizing the organization. Problem solving, as well as developing and implementing new strategies or ideas, may be part of these duties. Innovative solutions are often implemented as a result of your ideas or decisions as an entrepreneur.
- If your organization notices low sales of one of its key offerings, you might consider using social media to develop a marketing strategy that can improve sales.
- In this role, a manager must work like a firefighter. There will be unanticipated problems – a strike could occur, a major customer could go bankrupt, a supplier might renege on a contract, etc. A manager must take charge when an organization or team encounters unexpected obstacles. Mediating disputes within the organization is also important.
- Conflicts between subordinates or conflicts between employees and central management are constantly resolved by managers as arbitrators. In addition to demands for higher pay or other benefits, these conflicts are often the result of external factors such as an increase in vendor prices, a bankruptcy by a major client or an unwanted inspection by the government. In such situations, managers should anticipate problems and take preventive measures or, if applicable, corrective measures after an issue has arisen.
- Other types of problems might include labor disputes, customer complaints, employee grievances, machine malfunctions, shortages of cash, and interpersonal conflicts.You step into the role of a disturbance handler when your organization or team is faced with unexpected challenges.
- Whether a client backs out of a contract or you discover a conflict within your company, these challenges can be internal or external. When an issue like this arises, your employees will expect you to handle it and maintain productivity.
- For Example : Managers are often trained in conflict resolution skills. If you encounter a conflict between two members of your team, you must handle it objectively while collaborating on a solution that benefits everyone. In many cases, you must act quickly to ensure that operations continue smoothly and receive the least amount of interruption.
- In this role, the manager must divide work and delegate authority to subordinates. A manager must determine which subordinates will be responsible for which duties. The best way to allocate organizational resources will also need to be determined. Allocating financial resources and assigning staff and other organizational resources are all part of this process.
- A manager’s third decision-making role is to allocate resources. Management establishes priorities among various projects and programs and allocates budgetary resources to the different activities of the organization based on these priorities. Assigning employees to different tasks, allocating time to different activities, and allocating resources for new equipment, advertising, and pay increases are all part of their responsibilities.
- Managing and allocating resources is part of the responsibility of the resource allocator role. It is up to you to decide how those materials will be used across the organization or team. The resources may range from funding to equipment to personnel.
- For Example: Controlling the budget of the organization allows you to allocate funding among departments according to their needs or goals.
- Managers spend a great deal of time negotiating. It may be possible for the company chairman to negotiate a new strike issue with the union leaders, and the foreman to speak to the workers about grievances, etc.As a member of your team, department, or organization, you may be required to participate in and direct important negotiations.
- Managers negotiate deals and agreements on behalf of their organizations and units. Managers also negotiate union contracts. Prime customers’ prices can also be negotiated by sales managers. Vendor prices can be negotiated by purchasing managers.
- Negotiator roles require you to participate in and/or direct negotiations. Your organization may have to negotiate with outside parties, where you will represent its interests. Negotiations can also be held with internal parties, such as members of your team or other departments. In order to succeed in negotiations, you need to appeal to the interests and needs of the other party.
- For Example : Salary negotiations may be entered into with an employee. If you cannot meet their monetary demands, try negotiating a lower number but offer additional benefits like more vacation days to make the offer more appealing.
Additionally, managers in every company collaborate to figure out how to achieve the organization’s long-term goals. Their collaboration is also dependent on providing each other with the correct information. Leadership serves as a bridge between management and the organization.