MANAGER ROLES

What do manager do?

The interpersonal Roles
-Figurehead
-Leader
-Liaison
The Informational Roles
-Monitor
-Disseminator
-Spokesperson
The Decision Roles
-Entrepreneur
-Disturbance Handler
-Resource Allocator
-Negotiator
TYPES OF DECISION
Non-programmed decisions- Decision making in response to novel opportunities
and problems.
Programmed decisions- Decision making in response to recurring opportunities
and problems.(performance program utilized)

PROGRAMMED DECISIONS: Routine, almost automatic process

NON PROGRAMMED DECISIONS: Unusual situations that have not been often
addressed

MANAGER OBSTACLES
-To recognize the people with common, but different characteristics from the main
stream, often think differently, act differently, learn differently and communicate
differently.

-Managers need to develop patience , open mindedness, acceptance and cultural

awareness
-Result, productivity can be maximized
__

OBSTACLES
-Internal obstacles
-External obstacles

INTERNAL OBSTACLE is basically fear within us..

Fear of making wrong decision

Fear of taking a risks
Fear of failure
Fear of change
Lack of self-confidence
Ambivalence
Procrastination
Stereotyping about self and others with respect to age, gender and race

EXTERNAL OBSTACLE is obstacle from the surrounding situation.

Family expectations and responsibilities (pay the bills, cook the meals,
pressure not to move).
Societal stereotyping with respect to age, gender and sex
Other societal expectations (pressure to conform, to gain more money, to be
a good parent)
Eg.. If (this) is done,(that)cannot be done.
If lady goes to to work, the faces difficulty to take care of children.

SWOT
Is a a useful technique for understanding your Strengths and Weaknesses, and for
identifying both the Opportunities open to you and the Threats you face.
-Strength
-Weakness
-Opportunity
-Threat
*In this chapter I cant stuff in much because analysis depends on question

DECISION MAKING MODELS

1) The Classical Model
2) The Administrative Model
3) The Political Model

CLASSICAL- A decision making model based on the assumption that managers

should make logical decisions that will be in the organizations best economic
interest.(PROGRAMMED)
ADMINISTRATIVE- A decision making model that describes how managers actually
make decision in situations characterized by non-programmed decisions,
uncertainty and ambiguity.(NON PROGRAMMED)

Bounded rationality-Bounded rationality means that people have limits or boundaries, on how
rationality they can be.
-Satisficing criteria must be met{ Satisficing means that decision makers
choose the first solution alternatives that satisfies minimal decision criteria.}

Intuition- represent a quick apprehension of a decision situation based on

past experience but without conscious thought.

POLITICAL- Is useful for making nonprogrammed decisions when conditions are

uncertain, information is limited and there are manager conflicts about what goals
to pursue or what course of action to take.

FOUR DECISION MAKING STYLES

DIRECTIVE
ANALYTIC
BEHAVIOURAL
CONCEPTUAL

DIRECTIVE- Is used by people who prefer simple, clear-cut solutions to problems.

(ONE CUT TWO PIECE+FOLLOW RULES)
ANALYTIC- Managers with analytical style like to consider complex solutions based
on as much as data as they can gather.(THEY GATHER DATA BEFORE COMING TO
CONCLUSION)
BEHAVIOURAL- Is often the style adopted by managers having a deep concern for
others as individuals.(UNDERSTAND OTHERS FEELING+TRY TO HELP OTHERS
ACHIEVE GOAL AS WELL)
CONCEPTUAL- Managers with conceptual style like to consider a broad amount of
information. But, they more socially oriented than those with an analytical style.
(THEY TALK TO OTHERS AND COME UP WITH CREATIVE AND INTUITIVE
ALTERNATIVE).

TYPES OF MISTAKES

Time Mistakes (PROCRASTINATION,JUMPING THE GUN)

Information Mistakes (ACTING WITHOUT ENOUGH INFORMATION OR MAY
COLLECT SO MUCH INFORMATION THAT HE OR SHE BURRIED IN DETAILS).
Organization Mistakes (TOO LITTLE OR TOO MUCH PLANNING CAN MAKE A
DECISION IMPOSSIBLE OR UNLIKELY TO PRODUCE SATISFYING RESULTS.)7810

ESSAY
Six thinking hats

Colours makes the imaging and remembering easier.It is also more

practical.Furthermore, it makes people less offensive.
WHITE

Neutral and Objective

Deals with facts, proofs, evidence, figures, date and information only

RED

Deals with emotions,

hunches,
intuitions,
impressions and feelings

BLACK

Logical, negative, critical judgement, the pessimistic view but not emotional.
Cautious
Careful
Lays Out Risks

YELLOW

Optimistic
Hopeful
Positive Thinking

Constructive
Effective

GREEN

Creative, Alternatives, New approaches to problems

New Ideas and new concepts and new perceptions
Search for Alternatives

BLUE

Control
Organization
Responsible for Conclusions
Sets the Focus
Use of All the Hats

SIX THINKING HAT PURPOSE

Simplifies thinking by having to deal with one thing at a time.

Allows a switch in thinking without threatening ego.

5 DECISION MAKING SKILL PROCESS

Values are what is important to you.

Goals are the ends or purposes toward which you strive.
Resources is an asset used in reaching and completing goals.
The decision-making process is a valuable resource to help you solve problems and
reach your goals.

GROUP DECISION MAKING

-A group of individuals are brought together in hopes of determining a solution to a
problem.
GROUPTHINK

GROUPTHINK-Pattern of faulty and biased decision making that occurs in groups

whose members strive for agreement among themselves at the expense of
accurately assessing information relevant to a decision.

Improved Group Decision Making

-Use devils advocacy
-use heuristics

Group Decision Making Techniques

1)Brainstorming
Definition: A spontaneous, participative decision-making technique that groups
use to generate a wide range of alternatives from which to make a decision
2) Nominal Group Technique
Definition: Group members generate ideas on their own and write them down,
group members communicate their ideas to the rest of group and each ideas is then
discussed and critically evaluated by group
3) Delphi Technique
Definition: A decision making technique in which a series of questionnaires are
sent to experts on the issue at hand, though they never actually meet face to face.
#Process is repeated until a consensus is reached.