Role is defined as the pattern of behaviour, which is defined
for different positions. It refers to the expected behaviour of the occupant of
a position. Henry Mintzberg conducted a comprehensive study of the nature of
managerial roles in 1973. He identified ten basic roles performed by managers
and classified them under three heads.
1. Interpersonal Role
2. Informational Role and
3. Decisional/Decision Making Role
1. Interpersonal Role:
of a manager is concerned with his interacting with other persons, both the
organizational members and outsiders. There are three types of interpersonal
roles:
A) Figurehead:
A manager is a symbol, or a figurehead: This role is necessary because of the position
occupied. In figurehead role, the manager performs activities, which are of
ceremonial and symbolic nature. These include greeting the visitors, attending
social functions involving employees, handling out merit certificates and other
awards to outstanding employees.
B) Leader:
The most important role of the manager
is to lead, guide and motivate subordinates and get work done properly. A
manger is responsible not only for his own act but also for the activities
performed his subordinates. The leadership qualities of the manager help him in
influencing the working behaviour of subordinates, contributing to a higher
level of efficiency.
C) Liaison:
A manager serves as a connecting link
between outside contacts such as the community, suppliers and others and the
organization. The major objective of this role is to maintain a link between
the organization and its external environment.
2. Informational Role:
Informational
Role
of a manager includes communication
–
giving and receiving information
– both within and outside the organization.
The informational roles found by
Mintzberg are:
A) Monitor:
As monitor, manager constantly gathers
information about those factors, which affect his activities. Such factors may
be within the organization as well as outside it.
B) Disseminator:
The manager distributes the information
to his subordinates who may otherwise not be in a position to collect the same.
C) Spokesperson:
Managers are spokes-persons or
representatives of the organization. They speak for subordinates to superiors
and represent upper management to subordinates.
3. Decisional Roles:
By interacting with insiders and
outsiders, the manger gets important information, which he can use, for taking
decisions and solving problems. In his decisional role, the manager performs
four roles: -
A. Entrepreneurs: Manager assumes certain risk, which is
involved in terms of the outcomes of an action because they are effceted by a
variety of external factors. Since these factors are dynamic and change
constantly, the manager is required to bring suitable changes in the
organizational processes to align these with the requirement of the
environment.
B. Disturbance / Conflict Handlers: As disturbance handler,
the manager is required to control those forces and events which tend to
disturb the organizational equilibrium and normal functioning. These forces and
events may be strike by employees, shortage of raw materials, employee
complaints and grievances, mass absenteeism, resignation of subordinates,
losing of customers, etc.
C. Resource Allocator: The manager mobilizes and utilizes,
both physical and human resources efficiently for the accomplishment of pre –
determined objectives. In the case of multiple objectives, managers set
priorities for allocation of resources.
D. Negotiator: The manager negotiates with various interest
groups in the organization. Such interest groups are shareholders, employees,
customers, suppliers and other outside agencies.
The above ten roles form an integrated
whole. In addition, managers in any organization work with each other to
establish the organization's long-range goals and to plan how to achieve them.
