AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
PLUS
24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Expert: Leo Lingham Date: 6/22/2008 Subject: management roles
Question good evning leo
what are the ten major roles of a manager?
Answer MOONKESS,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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To meet the many demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. There are ten roles common to the work of all managers. The ten roles are divided into three groups:
interpersonal, informational, and decisional.
1.The informational roles link all managerial work together.
2.The interpersonal roles ensure that information is provided.
3.The decisional roles make significant use of the information.
The performance of managerial roles and the requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management. The ten roles are described individually, but they form an integrated whole.
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Work Common of All Managers
Manager’s Basic Purposes
Ensures that organization serves its basic purpose - efficient production of specific goods or services.
Designs and maintains the stability of operations.
Takes charge of organization’s strategy-making system.
Ensures that organization serves the ends of those persons who control it.
Serves as key informational link between organization and environment.
Is responsible for the operating of organization’s status system.
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THE TEN ROLES
INTERPERSONAL ROLES
1.Manager as Figurehead
2.Manager as Leader
3.Manager as Liaison
INFORMATIONAL ROLES
4.Manager as Monitor
5.Manager as Disseminator
6.Manager as Spokesperson
DECISIONAL ROLES
7.Manager as Entrepreneur
8.Manager as Disturbance HandlerManager as Resource Allocator
9.Manager as Negotiator
10.Manager’s Basic Purposes
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1.Manager as Figurehead
Symbolic head; obliged to perform a number of routine duties of a legal or social nature
Inspirational nature
Activities not central to the job
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2.Manager as Leader
Responsible for motivation and activation of subordinates.
Responsible for hiring, staffing, training and associated duties.
Focal point for the organization of group.
Effect an integration between individual needs and organizational goals.
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3.Manager as Liaison
Maintains self-developed network of outside contacts and informers who provide favors and information.
Horizontal relationships.
By virtue of authority is able to establish special kind of external linkage system.
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4.Manager as Monitor
Seeks and receives information to develop thorough understanding of organization and environment
Internal operations
External Events
Analyses
Ideas and Trends
Pressures
Processing information and transferring it
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5.Manager as Disseminator
Transmits information received from environment to members of organization
Processes information that is sometimes factual, sometimes needing interpretation and integration of diverse influences
Distributes information from official and unofficial channels
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6.Manager as Spokesperson
Directs some of work-related persons outside own work unit.
Transmits information outside of organization.
Called upon to speak on behalf of organization.
May lobby for organization.
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7.Manager as Entrepreneur
Searches organization and its environment for opportunities and initates “improvement projects” to bring about change
Supervises design of certain projects
Delegation
Authorization
Supervision
Ensures viability and improves reputation of organization
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8.Manager as Disturbance Handler
Responds involuntarily to high pressure disturbances that threaten to disrupt proper functioning of the organization
Conflicts between subordinates
Exposure difficulties between one organization and another
Resource losses or threats
Responsible for corrective action when organization faces unexpected disturbances
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9.Manager as Resource Allocator
Responsible for allocation of organizational resources - people,information, money, equipment, space
Determines how much of units’ financial, personnel and resources will be allotted
Scheduling of Time.
Programming Work
Authorizing Actions.
Involves complex choice-making behavior
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10.Manager as Negotiator
Confers with individuals and groups inside or outside the unit for facilitating agreement on complex or controversial issues.
Responsible for representing the organization at major negotiations.
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