Question 10

n the information role, managers are expected to use state-of-the-art communication channels to extract the latest information and use it for the advantage of the organization. For example, it is necessary to keep a track about what the competitor's latest moves are. A manager, thus, must use formal and informal channels of communication to know about the competitor's actions and accordingly, prepare plans to offset their moves in order to retain and grow the market share.

In this role, managers need to monitor the latest happenings in and outside the organization, have to disseminate relevant information to the subordinates and at times, need to act as spokespersons of the organization to interact with the media and people at large.

2. Decision-Making Role:

In their decision-making role, managers have to take four kinds of decisions according to Mintzberg (1973). The first and foremost is to act as an entrepreneur within the organization and try to set new goals and objectives for it. In management jargon, they need to be the intrapreneurs to identify new opportunities of growth and make the organization exploit such opportunities.

The next role is that of a disturbance-handlera manager should take appropriate decisions in crisis situations like strikes, lock-outs, etc. to resolve conflicts between two or more people and to take care of any unforeseen circumstances requiring urgent attention and action.

Managers have to also act as resource allocators. Resources are limited for any organization and optimal utilization of resources helps in minimizing the costs and in increasing the competitiveness of the firm in the market.

There may be instances whereby there may be several competing options for resource allocation and managers have to choose the ones which would result in the best yields and outcomes. For example, a manager may have to choose between spending capital resources in either promoting the existing portfolio of products or in research and development for creating new innovative products.

Another important decision-making role for a manager is to- act as a fierce negotiator. Negotiating prices of supplies with vendors, negotiating selling prices of products with clients, negotiating with trade unions for arriving at fair compensation structures for workers, are a few examples here.

3. Interpersonal Role:

The interpersonal role puts demands on managers in three respects. Firstly, they have to act as a figurehead, i.e. to perform ceremonial and social duties like presenting the progress report before the Board of Directors in board meetings, to preside over major events, e.g. launch of a new product, etc.

Secondly, managers have to act as leaders in directing and motivating people. At last, they have to perform the role of acting as a liaison or an interface with other departments outside their purview to achieve coordination and to create synergy.

Roles of aManager

Not only is a manager a team leader, but he or she is also a planner, organizer, coach, problem solver, and decision maker all rolled into one. And these are just a few of a manager's roles.

In his classic book, The Nature of Managerial Work (1973), Henry Mintzberg describes a set of ten roles that a manager fills.

These roles fall into three categories:

1. Informational - This role involves the sharing and analyzing of information.

2. Decisional - This role involves decision making

3. Interpersonal - This role involves human interaction.

1. Informational roles:

This involves the role of assimilating and disseminating information as and when required.

Following are the main sub roles, which managers often perform:

i. Monitor Collecting information from Organisations, both from inside and outside the organisation

ii. Disseminator Communicating information to organisational members

iii. Spokesperson Representing the organisation to outsiders

2. Decisional roles:

It involves decision making.

Again, this role can be subdivided into the following:

i. Entrepreneur Initiating new ideas to improve organisational performance

ii. Disturbance handlers Taking corrective action to cope with adverse situation

iii. Resource allocators Allocating human, physical, and monetary resources

iv. Negotiator Negotiating with trade unions, or any other stakeholders

3. Interpersonal roles:

This role involves activities with people working in the organisation. This is supportive role for informational and decisional roles.

Interpersonal roles can be categorized under three subheadings:

i. Figurehead Ceremonial and symbolic role

ii. Leadership Leading organisation in terms of recruiting, motivating etc.

iii. Liaison Liaisoning with external bodies and public relations activities.

Roles of aManager- 5+ Roles of a Manager: Director, Motivator, Human Being, Guide, Friend, Planner, Supervisor and Reporter

Manager is responsible to integrates all the activities which are performed in an organisation. In other words, he has co-ordinate the talents of people working under him for the purpose of achieving the organisational goals. The role of a manager gets much importance than other executives in an organisation. Hence, a manager's job is very much complex and requires some special qualities to be a head.

1. Director - Manager gives direction to people working under him. Direction includes instructions. Manager has directed the executives towards achieving organisational goals.

2. Motivator - Manager understands likes and dislikes of executives and motivates them accordingly. Motivation stimulates the performance of job. Here, the manager stimulates the executives through motivation.

3. Human being - Manager treats all the people working under him equally and no personal bias. He has to mingle with others and understand the feeling of other executives.

1. Tell me about yourself

2. ___Why _______Do You___ Want to Work _____at This Company______?

3. Why_____ Do You Want ____This Job_____?

4. _______Why _____Should______ We Hire You______?

5. Wha_t Can You ____Bring to the ________Company______?

6. What Are _____Your Greatest _____Strengths?

7. _________What Do________ You Consider to Be Your Weaknesses_______?

8. What Is ______Your Greatest Professional_______ Achievement?

9. Tell Me About a _______Challenge or Conflict You've _____Faced at Work, and______ How You Dealt With It_____.

10.

_____How______ Did You Hear _________About This Position?