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Management Theory and PrACHICES:.c-1eccsreertecterereeeneeeenen,, , Ose ay ‘ yaa. nee Fete with others) The ea rds tines this, , ao ae figurehead, Jeader and liaison. Three interpersona’ ross primarily, eee with interpersonal relationships. a ee |, , ’ “isurehead Role: The manager represents the organization In eae ? eenelity., , * te top level manager represents the company legally and socially to those outside, , ; oy deauavirstien sTDe supervisor represents the work group to higher management, , of the ove ment to the work group f Managers have to act as figureheads, , and higher manage . . mh, because of their formal authority and symbolic position, representing their, , organizations. ., , _2iaison Role: The manager interacts with peers and people outside the organization., The top level manager uses the liaison role to gain favours and information, while, the supervisor uses it to maintain the routine flow of work. It deals with the horizontal, relationships which work-activity studies have shown to be important for a manager., manager has to maintain a network of relationships outside the organisation.), , _ 3fthe leader Role: It defines the relationships between the manager and employees(As, ‘leader, managers have to bring together the needs of an organisation and those of, the individuals under their command., , LZ Informational Roles, , (The informational roles ensure that information is provided) Three informational roles, are primarily concerned with the information aspects of managerial work. They are, , _}- Monitor Role: The manager receives and collects information about the operation of, an oe manager is an important figure in monitoring what goes on in the, organisation, receiving information about both internal and external events and, transmitting it to others,) : ., , -~2.Disseminator Role:(The manager transmits special information into the organization,, The top level manager receives and transmits more information from people outside, the organization than the supervisor. ., , ~>pokesperson Role:(The manager disseminates the organization's information into, its environment) Thus, the top level manager is seen as an industry expert ee, the supervisor is seen as a unit or departmental expert. |, 3. Decisional Roles, , Mintzberg regards the most crucial part of managerial activity as that concerned with, making decisions. The four roles that he places in this category are based on different, , classes of decision, namely, entrepreneurs, disturbance handler, r, ’ ’ ’ . € : reso, and negotiator. Mae allocator,, , 1.Entrepreneur Role:The manager initiates change, new Projects; ident, delegate idea responsibility to others. nitify new ideas,, , _ 9 Disturbance Handler Role:The manager deals with thre ete, , ee ee eee ek I a at i ae ee ee anmhich arise fram ou a a to the OVrdganieatianc.