As managers move up the organizational hierarchy, increases its control over the section or division of that part of organization. Consequently, managers behave according to the role assigned through a selection process. A role is a set of behaviors perceived, actual or expected, reflecting a certain position in an organization. Thus, the role of a senior manager is different to the role of a factory foreman.
Henry Mintzberg (1980) made an assessment of five senior executives. Their studies suggested that many managerial jobs are not only similar in nature, but also for how the respective Managers see their role at work. Mintzberg developed three functions: Interpersonal, informational and decision.
The interpersonal roles are related to the continuous application of a routine managerial behavior. This is because the system act as central Nervis the direction and control of its units of area. Consequently, the interpersonal roles are an important means through which managers deal with the workload. The figurehead role is used to perform "official", such as representing the unit in formal meetings, both inside and outside the organization. The leader's role is leadership, preparation, support and training of subordinates. The role of the link refers to dealing with people who contact the unit outside and within the organization: customers, suppliers, or competitors.
The informational roles deal specifically with the reception and transmission of information. This is the central purpose of the three functions identified, without which you can not use any role. Most of the information available to a manager is covered in conversations with subordinates or others.
The role of monitor offers a necessary and important role. A constant monitoring provides the manager of an effective information that may not resemble that of the information received.
Another role is the diffuser, in which managers provide information to subordinates routinely. The information may or not requested by the subordinate, but may be useful to carry out other activities of social interaction.
In the role of spokesman, provides information to people outside the organization. It can be through customers or agents, or a wider community through promotional activities. This role is underestimated. Its importance is increasing, especially in top management positions, as a vital means to prove the reality of the strategies of the organization that may have an ethical or social impact.
Roles of decision
Managers rely on information to make decisions. One of the most important activities is precisely address decision making. As entrepreneurs, managers initiate innovations and changes to make your unit, operationally more effective and efficient. The quality was being transformed working practices, making what once constituted managerial activities now conducted plant workers. This practice is seen as a flattening of hierarchies in an organization and reducing red tape, focusing the activities of decision making towards meeting commitments and achieving results.
In the role of correcting problems, managers respond to non-routine problems, such as strikes and major disruptions. Here, procedures have been developed to effectively deal with the problem.
In the role of resource allocation, managers must balance their personal fitness physical and financial resources at their disposal. This includes the use of time for both to staff and to the respective manager. The role of the negotiator is related to this aspect. Here, competition requires time needed to balance sometimes creates problems, negotiation being a means of changing the scope of these activities balancing.