Study Set Content:
It identifies problems and opportunities in their early stages so as to provide time for taking corrective actions. In this way, many problems can be eliminated or at least alleviated and opportunities can be taken advantage of while they still exist.
Controlling
Interpersonal roles
Leadership Figurehead and Liaison roles
He or she takes charge of the organization or a certain department, and leads his or her subordinates and their work. This role includes hiring, training,motivating, and disciplining employees. Formal authority and functional authority provide greater potential power to exercise and get things done.
Leadership
The manager performs duties that are ceremonial and symbolic in nature such as welcoming official visitors, signing legal documents, etc. As head of the organization or a strategic business unit or department, he or she does routine duties involving informal communication and less important decisions. However, these functions are important for the smooth functioning of an organization or department.
Figurehead role
As leader of the organization unit, the manager motivates, communicates, and promotes team spirit, and the like. Further, he or she coordinates the activities of all his or her subordinates, which involve liaison work. This function requires him or her to interact with other managers outside the organization to seek favors and secure information. In this role, the manager represents his or her organization in all matters of formality and civility.
Liaison role
Informational roles
Monitor role
Spokesperson role
Disseminator role
With a network of contacts, the manager gets useful information by observing his or her surroundings and asking his or her subordinates, peers, and superiors. He or she seeks and receives information concerning internal and external events so as to gain understanding of the organization and its environment. Typically, this is done by keeping up to date with current developments and talking with others to learn the changes in the public's tastes, what competitors are planning, and the like.
Monitor role
He or she speaks on behalf of the organization and transmits information about the organization's plan, policies, and actions. The manager has to keep his or her superior informed of every development in his or her unit, who, in turn, informs the concerned insiders and outsiders. Directors and shareholders must be informed about the company's financial performance; customers must be informed about new products and quality maintenance; and government officials must be informed about implementation and compliance of laws, etc
Spokesperson role
The manager disseminates information which he or she collects from different sources and through various means. He or she passes some of the privileged information directly to his or her subordinates, peers, and superiors who otherwise have no access to it. This information comes from the corporate environment and from his or her colleagues or other administrators in the organization. Disseminating information is important because subordinates must be duly informed of current developments.
Disseminator role
Decisonal roles
Resource allocator role Disturbance handler role Negotiator role Entrepreneurship role
The manager is responsible for providing human, physical, and monetary resources. This function involves setting up of a time schedule for the completion of an operation or for the approval of expenditure on a particular project, etc. The manager should have an open-door policy and allow the subordinates to express their opinions and share their experiences. This process helps both the manager and his or her subordinates in making effective decisions. In addition, the manager should empower his or her subordinates by delegating some or certain authority and power to them.
Resource allocator role
The most important resource that the manager gives to his or her subordinates is his or her
Time
The manager takes corrective action to respond to previously unforeseen problems. In this role, the manager involuntarily reacts to pressures. Pressures in the workplace can be severe and highly demand the attention of the manager. As such, the manager cannot ignore crucial or critical situations. Examples are workers' strike, declining sales, and bankruptcy of a major customer, etc. The manager should have enough time in handling disruptive conditions carefully, skillfully, and effectively.
Disturbance handler-role
In this role, the manager represents the organization in bargaining and negotiating with outsiders and insiders, in order to gain an advantage for his or her own unit. He or she negotiates with subordinates for improved commitment and loyalty; with peers for cooperation, coordination, and integration; with workers and their union regarding conditions of employment, commitment, and productivity; and with the government about permits to set up facilities for business expansion, etc. These negotiations are integral parts of the manager's job for only he or she has authority to commit organizational resources and direct access to information.
v
Negotiator role
the manager is a creator and an innovator. He or she initiates and oversees new products that will improve the organization's performance. Moreover, he or she seeks to improve his or her department and adapts to environmental changes. The manager presents novel ideas and initiates new undertakings, particularly developmental projects.
Entrepreneurship role
are job content- oriented and usually become the planners and thinkers in an organization
The pragmatic and the theoretical managers
. The process-oriented are concerned with how best to do a sob are often the implementers and doers in the company.
workaholic and carefree managers
are described as extremely resilient and highly adaptable persons.
reconciler managers
Manager by "kayod"
- Hardworking and dedicated; Formal and introverted
Workaholic
Manager "by ugnayan"
- Thoroughly situational; integrative; a recorder; and an ideal Pinoy manager
RECONCILER
