class 9: MIntzberg: Managerial roles Flashcards
main Myth (from Henri Fayol)
Managers plan, organize, coordinate and control
what are the realities
what does the managers’ formal authority give him as roles
interpersonal roles
informational roles
decisional roles
interpersonal roles
Figurehead
Leader
Liaison
interpersonal relationships
informational roles
Monitor
Disseminator
Spokesperson
decisional roles
Entrepreneur
Disturbance-handler
Resource-allocator
Negotiator
what is the reality of the following myth:
manager is a selective, systematic planner
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
what is the reality of the following myth:
manager has no regular duties to perform
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
what is the reality of the following myth:
the senior management needs aggregated info
the formal management system provides it best
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
what are the prime reasons managers use information
identify problems and opportunities
build mental models
what are the two main reasons managers insist on verbal media
- verbal info is stored in the brain
2. it explains why they are reluctant to delegate tasks
what is the reality of the following myth:
management is or is becoming a science and profession
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
why are the managers’ pressures becoming worse?
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
figurehead role
every manager must perform ceremonial duties
Ex: sales managers takes important customer to lunch
leadership role
managers are responsible for the actions of their unit
managers must motivate employees
liaison role
manager makes contacts outside a vertical chain of command
monitor role
scanning the environment for information
disseminator role
manager passes information inaccessible to subordinates to these subordinates
spokesperson role
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
entrepreneur role
improve the unit by adapting it to changing conditions in the environment
after monitoring for new gyu idea, he starts development project for it
what are two interesting features about development projects at CEO level
- projects emerge as series of small decisions and actions sequenced over time
- they supervise up to 50 of these projects at the same time
disturbance handler
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
ressource allocator
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
negotiator
managers spend a lot of time negotiating
crucial cause manager is the only one who can allocate resources in real-time
what is managers’ effectiveness influenced by?
the insight of their own work
performance depends on how well manager understands and responds to pressures and dilemmas
managers’ three main challenges
- find systematic ways to share privileged info
- deal with pressure of superficiality
- gain control of own time
since managers have the informational roles, what does that make them?
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
since manager has decisional roles, what role do they play in their unit
major role in unit’s decision-making system
only manager has info to make set of decisions that determines unit’s strategy
why is speculation dangerous to a company?
it can affect a company if it turns into a fact
why is most of the info of managers stored in the brain verbal info?
managers do not write down much of what they hear
data and stats in the memory
why are managers reluctant to delegate tasks?
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
Why is the manager’s figurehead role important?
important to smooth functioning of an organization
in their liaison role, how much time do managers dedicate to the people they talk to?
almost as much to those outside their unit than inside
very little to superior
in their monitor role, where is most of the info received from? or from whom?
much of the info received is from the network of personal contacts
as spokespersons, who must managers address to?
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
what is the most important resource a manager has to distribute
his own time
how do managers deal with the pressures of superficiality (2)
giving attention to issues that require it
stepping back and seeing broader picture
making use of analysis
how does the manager gain control of his own time?
by turning what he wishes to do into obligations, and then into advantages
how do managers seek information
seek info through word of mouth
