Question9

Urwick and Breach has rightly observed, "No ideology, no political theory can win a greater output with less effort from a given complex of human and material resources, but only sound management. And it is on such greater output that a higher standard of life, more leisure, and more amenities for all must necessarily be founded. In fact the structure of a welfare state can be said to be safe and sound provided it is based on a well organised management. Management contributes a lot towards the making of a state and its citizens. It is the art of developing men, and this fact clearly reflects upon its significance."

The task of the manager is not an easy one. As he directs the enterprise, he endeavours to allocate human and physical resources wisely to understand and solve a host of problem and to recognise and act upon his opportunities. In fact he faces organisational difficulties. He is expected to make decision and to behave with responsibility.

He is concerned with the needs of individuals coordinating and maintaining subordinates, colleagues and superiors. Their responsibilities demand careful observation objective analysis and sound Judgment- traits of the true professional.

There are ten basic roles of managers. The work of managers is very challenging. Manager's working at various levels is extremely complex and open-ended at the same time. It is more artistic than scientific. Although the activities of managers at different levels vary, they have important elements in common.The crux of Mintzberg's work is the identification of ten managerial roles. It helps us to see managerial work across levels and to integrate some of the vast amount of fragmented information on the subject.

Mintzberg felt that the ten roles of managers' fall into three groups namely, interpersonal role, process information role and decision making role.

All these ten roles are described briefly as under:

1. As figure head - It describes the manager as a symbol required by the status of his office, to carry a variety of social, legal and ceremonial duties.

2. As leader - It describes the manager relationship with his own subordinates, his need to hire, train and motivate them. As a leader the manager must bring their needs in accordance with those of his organisation.

3. As liaison officer - It focusses on the managers dealings with people outside his own organisation.

4. As monitor - It refers to the manager continuously seeking and receiving information about the organisation in order to understand his milieu thoroughly. Much of the information is privileged. He alone receives it because of the contacts he develops in his liaison role and because of his status in leader's role.

5. As disseminator - In this role, the manager shares some of the privileged information with his subordinates.

6. As spokesman - In this role, the manager informs outsiders about the progress of his organisation.

7. As entrepreneur - In this role, the manager takes the responsibility for bringing about change in his organisation. He looks the problems and opportunities and initiates projects to deal with them.

8. As disturbance handler - in this role, the manager has to take charge when his organisation faces a major disturbance or crisis like the loss of key executive, a strike, destruction of a facility etc.

9. As resource allocator - In this role, the manager decides as to who will get what in the organisation. He schedules his own time according to his priorities. He designs hisorganisation, decides who will do what, and allocates authority to take all importantdecisions.

10. As negotiator - In this role, the managers take charge whenever organisation their enter into crucial negotiations with other parties. His presence is required because he has the information and authority to make the real time decisions as difficult negotiations require.

Mintzberg emphasised on the inseparability of these ten roles and advocated for viewing them as forming a 'Gastalt ' an integrated whole. For example, status, as manifested in. the interpersonal roles, brings information to the manager and it is this information (together with the status) that enables him to perform the decision making role effectively. Further he observed that different managers emphasis different roles.

1. ________Explain to________ us your ______strengths and_______ weaknesses

2. It is said _______that a smile and patience____ is are two vital aspects of a manager______. What is your opinion?

3. ____How do you handle conflict ______with a team member_______

4. How do you deal_______ with a situation where _______there is a string of resistance when_______ introducing a new _____idea or policy at your________ workplace________

5. _______Explain when you had ______to deal with an under_______-performing employee, and how you handled it______

6. Give an example of a______ tough decision you _____had to make

7. What is______ a common way you_______ see people fai_______l as managers

8. What__________, in your view, are the most________ significant contributions______ of a manager ______in any workplace?

9. How do you motivate your team

10. How long_________ have you been a _______manager, and how_____ many people have _______you manage_______d