Provide any 2 subroles (whether it's from interpersonal , decisional & informational roles) , for Lisa Jackson , the Vice President for Environment , Policy & Social Initiatives of Apple Company with evidence & reference based on Henry Mintzberg's Managerial role . (the evidence can be from video clips , articles)

Please provide detailed explanation and as well as links to any evidence (website links , articles , videos) . Thus , the Subrole has to be specific , (e.g : Interpersonal role can be divided into 3 : it can be a leader , liaison or figurehead. ) .You Need to state specifically for each subrole + detailed explanation + linked to where you get the resources from. The evidence and explanation you get have to come from sources or websites , not just creating your own points .

Need to mention that the role is held by Lisa Jackson and the explanation & evidence needed to be more specific in terms of how Lisa Jackson handled her task as VP, environment, policy and social initiative role. References must show how Lisa did her job. You can even put a citation before the end of sentence to show where you get the evidence & reference of how she did her job. (This is just an example. If cant find , then go for other bigger roles that have more evidence and reference)

If you are not sure what Henry Mintzberg Managerial Role is , look at the image attached below:

Table 1.1 Managerial Roles Identified by Mintzberg Type of Role Specific Role Examples of Role Activities Decisional Entrepreneur Commit organizational resources to develop innova- tive goods and services; decide to expand internation- ally to obtain new customers for the organization's products. Disturbance Move quickly to take corrective action to deal with handler unexpected problems facing the organization from the external environment, such as a crisis like an oil spill, or from the internal environment, such as producing faulty goods or services. Resource Allocate organizational resources among different allocator tasks and departments of the organization; set budgets and salaries of middle and first-level managers. Negotiator Work with suppliers, distributors, and labor unions to reach agreements about the quality and price of input, technical, and human resources; work with other orga- nizations to establish agreements to pool resources to work on joint projects. Interpersonal Figurehead Outline future organizational goals to employees at company meetings, open a new corporate headquarters building; state the organization's ethical guidelines and the principles of behavior employees are to follow in their dealings with customers and suppliers. Leader Provide an example for employees to follow; give direct commands and orders to subordinates; make decisions concerning the use of human and techni- cal resources, mobilize employee support for specific organizational goals. Liaison Coordinate the work of managers in different depart- ments; establish alliances between different organizations to share resources to produce new goods and services. Informational Monitor Evaluate the performance of managers in different tasks and take corrective action to improve their per- formance; watch for changes occurring in the external and internal environments that may affect the organi- zation in the future. Disseminator Inform employees about changes taking place in the external and internal environments that will affect them and the organization, communicate to employees the organization's vision and purpose. Spokesperson Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions. Table 1.1 Managerial Roles Identified by Mintzberg Type of Role Specific Role Examples of Role Activities Decisional Entrepreneur Commit organizational resources to develop innova- tive goods and services; decide to expand internation- ally to obtain new customers for the organization's products. Disturbance Move quickly to take corrective action to deal with handler unexpected problems facing the organization from the external environment, such as a crisis like an oil spill, or from the internal environment, such as producing faulty goods or services. Resource Allocate organizational resources among different allocator tasks and departments of the organization; set budgets and salaries of middle and first-level managers. Negotiator Work with suppliers, distributors, and labor unions to reach agreements about the quality and price of input, technical, and human resources; work with other orga- nizations to establish agreements to pool resources to work on joint projects. Interpersonal Figurehead Outline future organizational goals to employees at company meetings, open a new corporate headquarters building; state the organization's ethical guidelines and the principles of behavior employees are to follow in their dealings with customers and suppliers. Leader Provide an example for employees to follow; give direct commands and orders to subordinates; make decisions concerning the use of human and techni- cal resources, mobilize employee support for specific organizational goals. Liaison Coordinate the work of managers in different depart- ments; establish alliances between different organizations to share resources to produce new goods and services. Informational Monitor Evaluate the performance of managers in different tasks and take corrective action to improve their per- formance; watch for changes occurring in the external and internal environments that may affect the organi- zation in the future. Disseminator Inform employees about changes taking place in the external and internal environments that will affect them and the organization, communicate to employees the organization's vision and purpose. Spokesperson Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions