Consider for a moment a rising young manager, Fatima, who seems to be doing well. She's consistently making her required benchmarks and goals, she has built successful relationships with colleagues, and senior management has identified her as having "high potential." But she isn't satisfied in her role as manager. Seeking senior management advice, she also discovered that the most effective strategy for transitioning from a boss to a respected leader is getting to know her team on a more personal level. "What's most important to them? What do they value? What motivates them? What gets them excited? She was told that if these questions with clarity and certainty, then she can start to inspire and engage her team in a way that's meaningful to them. And when they're inspired and engaged, she would have created the conditions for extraordinary results." She had also read the works of Robert Katz on the skills needed by effective managers, depending on the level of seniority they hold. In re-evaluating her managerial role, Fatima noticed that she was spending too much of her time monitoring her team's performance and answering questions, and not enough time working on creative projects that inspire them. She also identified members of her team who might be able to help her implement her new strategies and directed her interactions with these individuals toward her new goals. As a result, not only did her engagement in her work increase, but she also developed new ideas that were recognized and advanced within the organization. In sum, she found that by actively and creatively examining her work, she was able to shape her job into one that is truly satisfying. In essence Fatimah was a supporter of the "job crafting" philosophy. Research leads us to believe Fatima will be successful in her customized job and that she will experience increased well-being. She would also be able the meet the needs of her staff who in turn would feel encouraged to be proactive in creating their best work situations.~ From the above case study, it is clear that Fatima, being a mid-level manager, will also need to adopt several roles that will deliver greater managerial effectiveness. Using the theories of Mintzberg on the 10 managerial roles that all managers need to work on, critically analyse and discuss on how such roles can be applied within the context of the scenario above (500words)