A manager is a representative of subordinates, intermediary between work groups and top management. They serve to integrate an organization and the effectiveness depends on how well they co-ordinate. All the major ten managerial roles can be classified into three categories; interpersonal, informational and decisional. The figure-head role is the first of their interpersonal roles. They represent the organization in all matters of formality, both legally and socially , to those outside the organization.
The extent, depending of course , on their position in the hierarchy. The superior roles of being the company symbol , are just for the company CEO or the Human resources manager who is responsible for interviewing potential employees. Managers have a leader role. They achieve organizational aims by using specified type of motivation oriented on employee needs and satisfaction. In a transactional style of leadership the manager presents an enticing reward such as a promotion for subordinates to be motivated to participate in achieving organizational goals.
They have to continually conceive a viable company vision in a dynamic world. And also be able to instill motivation in their subordinates to participate towards achieving it. Managers also have a liaison role, where they have to interact with peers and people outside the organization. He enters into agreements and contracts such as purchases order from new customers who require regular supply of fresh fruit from an commercial farm ‘organisation’. The fourth role is their monitoring role, and this now falls in the second category, the information class.
The manager has to concerning a company’s activities. They are responsible for actively acquiring insight into problems in sales drop, taxes, inflation and market trends. A sales manager has to go to the extend of reading professional magazines, watching CNBC Africa in order to get latest news on market trends, if they are to keep abreast with competitive counterparts. They also have to keep track of progress to see that they meet set deadlines. In this way , managers are responsible for supervision and co-ordination. Their fifth role is the disseminator role.
The middle management carries the voice of subordinates to top management. They send reports and letters Playing the part of a spokespersons their sixth role They have to stand and give an account or report of the stature of their department to the senior management during meetings The seventh role, which is the entrepreneur role, falls under the final class- Decisional class. They have the power to implement systematic changes, initiate different programs. In other words, this means managers are responsible for planning the day to day running of the organization.
Disturbance-handling is their eighth role. The manager creates a hygienic environment by responding to conflict, all types of criticism and complaints that appear in the company. They solve them, erect barriers against future source of problems, eliminates disturbances. This way they act as a cushion and problem eradicator. . They address conflict issues, act as an umpire between workers with frictional tension between them. And above all, they have the final say, over the matter. Their ninth role is that of resource allocation.
It is in their power, to decide where the organization will expand efforts, distribute limited resources, whether financial, technical or manpower, in the organization. An example is an army general in charge of soldiers, whom they dispense accordingly. In a financial perspective, this means manager is responsible for budgeting and the material acquisition. Which is why, all goods purchased into the organization require a signature of someone with the right authority. The final role is the negotiator role. They have to be an excellent communicator and convincing when it comes to the negotiating platform.
1.)MG Mintzberg 1975
2.)Managers’ influence on employee’ performance