Roles of Manager



Roles of Manager

Introduction

The tasks and management functions are implemented by professionals. Managers are those professionals at various levels, with authority in their areas of competence. They are specialists who are professionally engaged in managerial activities. It occupies a permanent position in the organization. Mangers have the authority to make managerial decisions in a certain area of the organization. The specific difference between the managers of the other experts is that the managers of any type of problem solve in terms of organization - through the impact on people, which should solve these problems (Mintzberg, 2004). Managers coordinate and supervise the work of others to achieve the objectives of the company, although currently the manager's role is not just being behind the desk of an office as both the manager and other staff are orders carry out the objectives of the company.

The Manager of the company plays a key role in managing cross-functional, as it should translate to their specific reality the philosophy of process management and in fact should act as leader of the change process. Management by processes sometimes requires the allocation of specific resources or a redistribution of existing ones. The Manager is ultimately prioritizes the allocation of resources are often scarce. The process owners are the real managers of the process and should have full autonomy in their area of operation, so they need a real and formal delegation by the Manager of the Company. In this paper we are going to describe and discuss how managers apply their different role in influencing the organizational performance.

Discussion

Managers hold certain positions in the organization and different managers have to perform different roles which require specific skills. In order to meet the demands of their roles and organizational performance managers have to perform multiple roles. In considering the reality of the management work we realize that it is difficult and sometimes complicated to manage. So to perform these duties effectively 10 roles were identified by Hennery Mintzberg. These roles are categorized under three major categories: interpersonal roles, informational roles and role in decision-making (Koontz, 2006). Based on numerous studies conducted, Mintzberg points out that the role of interdependent and interact to create a unified whole. Recent organizational theory models are no longer as Fayol assumed that the planning, organizing, coordinating and controlling the functions of the manager. Mintzberg, for example, documented by empirical studies, that the management activities in a non-monopolistic environment creates (i.e. in markets) not reflective planners and others. Managers work under time pressure are more action-oriented than goal-oriented ( Karl E. Weick ), are more committed to so-called " soft data "such as rumors, gossip and conjecture and often need to acknowledge that the success of its measures of non-controlling Factors, within and outside the organization in which they work depends.

Interpersonal roles

The interpersonal functions are derived directly from their formal authority. Sometimes they are routine and can lead to serious lack of communication and decision making irrelevant. Yet they are fundamental obligations for the ...