Question 3

there are three interpersonal roles inherent in the manager's job. This set of roles derives directly from the manager's formal position. As the figurehead for his unit, he stands as a symbol of legal authority, performing certain ceremonial duties e.g., signing documents and receiving visitors. The manager in a leader role hires, trains, and motivates his personnel. In the liaison role, manager interacts with many people outside the immediate chain of command, those who are neither subordinates nor superiors.

2. Informational Roles:

Informational roles are important because information is the lifeblood of organizations and the manager is the nerve center of his unit. As a monitor, the manager is a receiver and collector of information. Information is acquired through meetings, conversations, or documentation. In the disseminator role, managers distribute information to subordinates daily. As a spoke-person, the manager transmits information to individuals outside the organization. This role is present in all managerial jobs.

3. Decisional Roles:

To get the work done, managers have to make decisions. In performing the decision-making role, managers act as entrepreneur, disturbance handler, resource allocator, and negotiator. In playing the entrepreneurial role, managers actively design and initiate changes within the organization. It involves some improvements.

As a disturbance handler, the manager handles difficult problems and non-routine situations such as strikes, energy shortages etc. As resource allocator, the manager decides how resources are distributed, and with whom he will work most closely. The fourth decisional role is that of negotiator. Managers negotiate with suppliers, customers, unions, individual employees, the government, and other groups.

1. ______What____ was furthermost and least_____ pleasing______ about your____ last situation_______?

2. What do you_______ find are the most grim pronouncements ______to style_______?

3. _________What _______stratagems do you ________use to persuade your__________ employees' production________?

4. How would_______ you describe the most important ________donations of a manager_______ in the workshop__________?

5. _____How do you handle_____ your blunders in the workstation________?

6. When______ was the last time you_______ had to deal with an underperforming _____employee, and how did ______you handle it_________?

7. What is a common _____way you see people________ fail as managers_______?

8. How ________has your_________ management style _______changed as you got more practice___________?

9. /How would _______your direct reports describe_______ your administration style_________?

10. How elongated__________ have you been a manager, _________and how many societies have________ you managed_________?