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    Mangerial Roles Handout

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    Mangerial Roles Handout

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    Subham Nayak
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    manegerial

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    manegerial

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    Download as pdf
    24 views5 pages

    Mangerial Roles Handout

    Uploaded by

    Subham Nayak
    manegerial

    Copyright:

    © All Rights Reserved
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    of 5
    jonol Behaviour 18 Orgoniz Five megatrends reshaping organizational life ‘As stated eailier, five of these megatrends have a major impact on the life of people in business organizations. For each ofthe five megatrends, an arrow indicates what we ate moving uway from and what we seem to be moving towards. These megatrends are as, follows: Industrial society > Information society. In today's service economy. more than 60% of available jobs involve creating, provessing, and distributing information. Naisbitt sums up the US economic history in the following three words: farmer, labour. clerk. In the information society, Naisbitt believes generalist managers will replace specialists. Generalists, he contends, can adapt, whereas specialists soon become obsolete due to rapid turover of information and knowledge. Managers are challenged to deal effectively with information overload. Forced technology + High-tech/high-touch. The typical modern employee resents being forced to interact with cold, impersonal machines. Naisbitt contends that very few employees will be content to stay at home in their “electronic cottages” tapping ‘out computerized messages to their employer’s office. Organizations are alternatives to isolation. Many people need and enjoy the chance to visit and gossip with other employees during breaks, not to mention face-to-face interaction with the boss and the usual office politics. Basic human need for interpersonal interaction and support are fostering development of human workplace innovations. Representative democracy — Participatory democracy. At thie heart of this, megatrend isthe growing desire of individuals to have « direct say in the key political and organizational decisions that affect their lives. According to Naisbitt, just as we seek a greater voice in political decisions through initiatives and referenda, we are reformulating corporate structures to permit markets, shareholders, consumer, and community leaders a larger say in determining how corporations will be run. A key feature of this scenario js the trend towards greater worker participation and employec rights (Naisbitt 1982). Naisbitt believes that today’s leader/manager needs to be a factitator, not simply an order giver or dictator. Hierarchies + Networking. Traditionally, government and business organizations have been oriented strongly towards a vertical authority structure. The trend today is the movement away from a vertical orientation and toward a horizontal, overlapping, and multi-directional link between individuals and groups. Networks tend to develop spontaneously and are characterized by informality and equality in competence and not on arbitrary status, ither/or ~+ Multiple options. Naisbitt says we five ina Baskin-Robbins society where all manner of things now come in 31 flavours, including jobs and fife styles. The long-standing 40-hour 5-day workweek is being pushed aside in favour of work schedule innovations such as flexitime, part-time, and compressed workweeks (e.g, four 10-hour days). Self-employment is increasing, and highly personalized work-leisure patterns are evolving. Given these multipte options, individuals now have more personal choices and responsibility for their life experiences. In view of the above megatrends, it can be concluded that successful professionals ust be able to work with people. To handle these vatied kinds of changes and situations, although strong analytical and quantitative skills are important, organizations have to ‘emphasize on skills that enable employees to become effective members of a team, division, oF corporation. Developing Skills Skills arc abilities related to performance that can be teamed. Professional skills can be divided into four groups (Katz 1974): technical, interpersonal, conceptual, and communication, Menaging Organizational Behaviour 19 Technical Technical skills involve the ability to apply specific methods, procedures, and techniques in a specialized field. Managers use these skills in varying degrees, depending on the problems they face. Technical skills change as a manager's responsibility increases. Generally, people ate promoted into management because of their technical skills, First- lime managers need to be technically skilled to train new employees and supervisors in the technical aspects of their work. AS managers’ responsibilities increase, they may have less need for hands-on detailed knowledge. But they still have to keep up with changes while learning new skills, such as problem solving and negotiating, that are essential to their jobs. Interpersonal skills Interpersonal skills inctude the abilities to lead, motivate, manage conflict, conduct group meetings, and work with others. It involves working with people. Because every ‘organization’s most valuable asset is its people, interpersonal skills are a key part of every manager's job. Managers with excellent interpersonal skills encourage participation in decision ‘making and let others express themselves without fear of embarrassment. People with good interpersonal skills respect other people and are respected by them. Such managers are able to implement decisions, defend the interest of their work groups, and oblain special reward for deserving subordinates. They understand the balance between personal and work lives, help others reach their goals, and develop ways to reduce stress in the workplace. Managers who lack effective interpersonal skills may be rude, abrupt, and ‘unsympathetic and make employees feel resentful. Conceptual skis, Conceptual skills involve viewing the organization as a whole and applying planning and thinking abilities. Managers with good conceptual skills are able to see how an corganization’s departments and fimctions relate to one another. Poor conceptual skills ofien lead managers to conceptual ruts where they rely on habitual ways of thinking rather than look for new ways to solve problems. Communication skills Communication skills involve the ability to send and receive information and to convey and understand thoughts, feelings, and attitudes. Gender, cultural, and ethnic diversity dlemands new and better communication skills ‘Communication skills serve as the building blocks forthe development of other skills. Vo.use technical or conceptual skills effectively, managers must be able to communicate well with others Managerial Roles Inv addition to the skills required by managers to do their jobs effectively, they also need to perform certain roles in the organizations, According to Henry Minteberg, there are 10 Alilferent managerial roles (Mintzberg 1973). Role can be defined as a set of behaviours associated with ¢ particular job in an organization. Figure 1.1 (a-c) shows that these 10 roles fall into three major categories: interpersonal, informational, and decisional Ithas to be pointed out that I. Every manager's job consists of some combination of rales. * 2. The roles played by the managers often influence the types of skills needed, 1. Although described separately to aid understanding, roles actually ‘are highly integrated. 4. The importance of these roles may vary considerably by managerial level (frst-ine, tiddle or top) and organization, Tachnical Skills: Technical skills involve the ability fo ‘opply specific methods, procedures, ond techniques ipa spociozed fil. Interpersonel ‘Skills: Interpersonal skis lnchade the abies lead, ‘motivate, manage confi, conduc! group meetings, fond work with other. Conceptvcl Skils: Concepivel sls ivolve sewing the ergenization ‘or whole ond applying planning ond thinking bilities Communication Sill: Comerurication silts involve the ability 10 send ‘ond receive information ond to convey and understand thoughls, feelings, and atiudes Role: Role can be defined 28 0 set of behaviours associoled with o particular Job in on exgonizotion 20 Organizational Behaviour Interpersonal Roles: Interpecsonal cles reer to felotionehips wih ethers ‘ond low direc from a rronager’s forme! authority + Figurehead role: The figuiehead rale includes handling of eymbolic ‘ond ceremonial losts for 0 department or lomganizoion. + Leadership role The leodesship role involves directiog ond ‘coordinating the tosks ‘of subordinotes io trder to accomplish ‘ergarigotional goals Liaison role: The lioison role i concerned wih the development of information source, both inside and ouside the organization. Informational Roles: Through their informational coles, managers build 0 network of contacts + Monitor roe: Inthe monitor cole, monagers soak and receive ‘nfoemation + Dizseminotos role: In the dsseminatoe ele, ‘managers shore ond

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