class 9: MIntzberg: Managerial roles

Question 1

main Myth (from Henri Fayol)

Answer 1

Managers plan, organize, coordinate and control

Question 2

what are the realities

what does the managers’ formal authority give him as roles

Answer 2

interpersonal roles

informational roles

decisional roles

Question 3

interpersonal roles

Answer 3

Figurehead

Leader

Liaison

interpersonal relationships

Question 4

informational roles

Answer 4

Monitor

Disseminator

Spokesperson

Question 5

decisional roles

Answer 5

Entrepreneur

Disturbance-handler

Resource-allocator

Negotiator

Question 6

what is the reality of the following myth:

manager is a selective, systematic planner

Answer 6

managers work at unrelenting pace

they make so many activity decisions in so little time

even on their breaks, they talk about their projects

they strongly action oriented

dislike reflective activities

manager always plagued by what might be done and what must be done

Question 7

what is the reality of the following myth:

manager has no regular duties to perform

Answer 7

managerial has regular duties

negotiations

processing of software info that link organization with its environment

they can secure “soft” external communication (with most only available to them) and passing it on to subordinates

Question 8

what is the reality of the following myth:

the senior management needs aggregated info

the formal management system provides it best

Answer 8

managers prefer verbal media, telephone calls and meetings

they vag documents

they treat mail processing as a burden and waste of time

they cherish “soft” information such as gossip, hearsay and speculation

use specific tidbits of data to get information

Question 9

what are the prime reasons managers use information

Answer 9

identify problems and opportunities

build mental models

Question 10

what are the two main reasons managers insist on verbal media

Answer 10

1. verbal info is stored in the brain

2. it explains why they are reluctant to delegate tasks

Question 11

what is the reality of the following myth:

management is or is becoming a science and profession

Answer 11

science = using procedures

we don’t even know what procedures managers use

we can’t call it a profession if we can’t pinpoint what managers are exactly supposed to learn

the managers’ programs to plan their stuff remains locked in their brain

it is based on their judgement and intuition

seek info through word of mouth

Question 12

why are the managers’ pressures becoming worse?

Answer 12

managers used to only respond to owners and directors

now they respond to subordinates who think they don’t have enough info

they respond to exterior groups such as customers who demand attention

Question 13

figurehead role

Answer 13

every manager must perform ceremonial duties

Ex: sales managers takes important customer to lunch

Question 14

leadership role

Answer 14

managers are responsible for the actions of their unit

managers must motivate employees

Question 15

liaison role

Answer 15

manager makes contacts outside a vertical chain of command

Question 16

monitor role

Answer 16

scanning the environment for information

Question 17

disseminator role

Answer 17

manager passes information inaccessible to subordinates to these subordinates

Question 18

spokesperson role

Answer 18

manager sends info to people outside of his unit

ex: president make speech to lobby for organizational cause
ex: foreman suggest product modification to supplier

Question 19

entrepreneur role

Answer 19

improve the unit by adapting it to changing conditions in the environment

after monitoring for new gyu idea, he starts development project for it

Question 20

what are two interesting features about development projects at CEO level

Answer 20

1. projects emerge as series of small decisions and actions sequenced over time
2. they supervise up to 50 of these projects at the same time

Question 21

disturbance handler

Answer 21

manager involuntarily responding to pressures

changes outside of manager control can create pressures too severe to be ignored

EX: major customer has gone bankrupt

must spend considerable amount of time to handle external disturbances

Question 22

ressource allocator

Answer 22

manager is responsible for deciding who gets what

also responsible for designing unit’s structure to determine how work is going to be divided and coordinated

authorizes a unit’s important decisions before they are implemented

Question 23

negotiator

Answer 23

managers spend a lot of time negotiating

crucial cause manager is the only one who can allocate resources in real-time

Question 24

what is managers’ effectiveness influenced by?

Answer 24

the insight of their own work

performance depends on how well manager understands and responds to pressures and dilemmas

Question 25

managers’ three main challenges

Answer 25

1. find systematic ways to share privileged info
2. deal with pressure of superficiality
3. gain control of own time

Question 26

since managers have the informational roles, what does that make them?

Answer 26

managers are the nerve center of an organizational unit

they know more than subordinates and have easier access to many of them

communication IS their work

Question 27

since manager has decisional roles, what role do they play in their unit

Answer 27

major role in unit’s decision-making system

only manager has info to make set of decisions that determines unit’s strategy

Question 28

why is speculation dangerous to a company?

Answer 28

it can affect a company if it turns into a fact

Question 29

why is most of the info of managers stored in the brain verbal info?

Answer 29

managers do not write down much of what they hear

data and stats in the memory

Question 30

why are managers reluctant to delegate tasks?

Answer 30

they don’t know if they should “dump their memory” by telling it all to subordinates cause it could be wrong

they don’t know if they should simply do the task themselves

dilemma of delegation

Question 31

Why is the manager’s figurehead role important?

Answer 31

important to smooth functioning of an organization

Question 32

in their liaison role, how much time do managers dedicate to the people they talk to?

Answer 32

almost as much to those outside their unit than inside

very little to superior

Question 33

in their monitor role, where is most of the info received from? or from whom?

Answer 33

much of the info received is from the network of personal contacts

Question 34

as spokespersons, who must managers address to?

Answer 34

directors shareholders must be informed about finances

costumers must be informed about the organization’s social actions

Big G must know they organization is abiding by the law

Question 35

what is the most important resource a manager has to distribute

Answer 35

his own time

Question 36

how do managers deal with the pressures of superficiality (2)

Answer 36

giving attention to issues that require it

stepping back and seeing broader picture

making use of analysis

Question 37

how does the manager gain control of his own time?

Answer 37

by turning what he wishes to do into obligations, and then into advantages

Question 38

how do managers seek information

Answer 38

seek info through word of mouth