Summarise the characteristics of the roles of management suggested by Mintzberg. Select the correct management role for each of the characteristics listed below.

CharacteristicsManagement roleManager acts as representative or symbol of organisation e.g. attends meetings on behalf of organisation, appears on public 'platforms' as a representative of local business.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Emphasises the network of contacts both inside and outside organisation.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Monitors external environment re PETS factors, e.g. competitors' activities, new legislation, market changes.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Manager gives information to others outside organisation, e.g. in relation to organisation's policies and activities.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Managers control some form of resources (e.g. money, time, labour).Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Intervenes in conflict situations.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Allows manager to collect useful information, for example, manager might belong to a professional institution or body.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Concerned with interpersonal relationships, what motivates staff and what their needs are.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Finds solutions.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Managers may allocate or use resources at their

discretion.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

Solves problems that arise.Answer

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance handler

Resource allocator

Negotiator

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Tannenbaum and Schmidt identify three forces that will determine which style of leadership is appropriate in relation to the prevailing situation the organisation may face. Based on your readings of the module text, match each force with their corresponding characteristics. Select the correct force for each characteristics in the pull-down menu.

CharacteristicsForceGeneral context in which leadership activity takes place, e.g. Time available to make decision, Organisational culture and power balance, Structures and processes, PETs factors.Answer

Forces in the Manager

Forces in the Subordinate

Forces in the Situation

Subordinates vary in their characteristics such as degree of support needed, experience / knowledge of work, commitment to organisational goals, expectations as to how leaders will behave, previous experience of different leadership styles.Answer

Forces in the Manager

Forces in the Subordinate

Forces in the Situation

Each manager has his or her own combination of personality characteristics, skills and knowledge, values and attitudes which predisposes the adoption of one particular style of leadership or another.Answer

Forces in the Manager

Forces in the Subordinate

Forces in the Situation

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Summarise the forces that will either promote or impede organisational change. Select the correct driving forces that correspond to the appropriate facts from the pull-down menu.

CharacteristicsDriving forcesSocial pressuresAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Role of the stateAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Dislike of the uncertainty and

ambiguity surrounding changeAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Customer needsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Changing technologyAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Potential loss of rewardsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Organisational growthAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Pressures for increased

performanceAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Managerial aspirationsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Fear of the unknownAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Potential loss of current skillsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Constraints from suppliersAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Political coalitionsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Redesign of jobsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Inertial forces deriving from the systemic nature of organisationsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Stakeholder demandsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Inertial forces deriving from group normsAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Lack of organisational capabilityAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Threat to resource allocationAnswer

External forces

Internal forces

Individual resistance

Organisational resistance

Answer

for change

against change

Potential loss of group power basesAnswer