Managerial Roles or Roles of a Manager is a “Must-Know” for all intended managers, especially for management students. This article explains these roles and also, the personality traits and attributes of a manager.
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Mintzberg identified (3) three group of roles which administrators and managers must play. They include the following:
This is the first of the three managerial roles propounded by Mintzberg. This arises from the administrators and managers formal authority and include:
- The figurehead or ceremonial role: This took about 15% of chief executives time spent in contact with other people, according to Mintzberg studies.
- The role of the leader: This involves hiring, firing and training staff, motivating employees, reconciling individual needs with the requirements of the organization.
- The liaison role: It is performed by the chief executive/managers when making contacts outside the vertical chain of command.
CHIEF EXECUTIVE OFFICER
Chief Executive Officers may spend a great deal of time with people outside the organisation. The purpose of the contacts is to build up an informal system and at the same a means of extending influence both within and outside the organisations.
This is the second of the three managerial roles propounded by Mintzberg. A chief executive officer, as a leader, has access to every member of staff and may have more external contacts than any of them. His liaison contact means that he is a channel of information from inside the department to outside and vice-versa.
Three types of information roles he plays are as follows:
- Monitoring the environment.
- Disseminating information.
- Spokesperson roles.
This is the third of the three managerial roles propounded by Mintzberg. The chief executives are in a better position to take decisions relating to the work of the environment due to his formal authority and access to information. He takes charge of the under-listed;
ENTREPRENEURIAL ACT: He acts as an entrepreneur by initiating a number of projects of small-scale nature to improve the department or to help it react to a changing environment.
DISTURBANCE HANDLER: He is meant to respond to pressure over which the department has no control. He is, therefore, a disturbance handler taking decisions in unusual situations that are difficult to predict.
ALLOCATION OF SCARCE RESOURCES: He takes decisions relating to the allocation of scarce resources. He is also responsible for determining the departments, direction, and authorities, decisions taken by subordinates.
NEGOTIATION: A great deal of time of a chief executive is spent on negotiation both within and outside the organisation.
A Manager’s Personality Traits and Attributes
Personality is a stable attribute that a person carries within and determines his approach to the problems of life. It is a pattern of disposition to act consistently in varying situations. The following are the traits required of a good chief executive officer;
- Appearance: A chief executive must have a corporate appearance. His look must be good and smart.
- Ambition: A chief executive officer must be ambitious, looking forward towards achieving the organizational goal and personal advancement.
- Good judgment: A chief executive officer must possess the sense of good judgment i.e. to determine the sense accurately what is to be done, how to do it and where to do it.
- Inter-personal skill: A chief executive must have the ability to get along with others effectively.
- Intelligence: A chief executive should be intelligent i.e must possess a high degree of the intelligent quotient (IQ).
- The desire to manage: Chief executive must have the desire to influence others and build up a team effort of subordinates.
- Communicate: A chief executive officer must be able to communicate effectively through reports, letters and discussions.
- Integrity and Honesty: Chief executive officer must behave in accordance with the ethical standard. He must be morally sound and worthy of trust.
- Other personality traits and attributes of CEO are Innovation, initiative and perseverance.