College Papers

Qualification Certificate in Business Management Batch No CBM 28 Project Title Management

Qualification Certificate in Business Management
Batch No CBM 28
Project Title Management: Managerial roles and their contribution to the success of a business.

Name of Candidate Thanzeel Jiffry
Candidate No. CBM 28071825
Submission Date 11th November 2018
Word Count 1,508

Contents
1.0 TOC o “1-3” h z u Introduction………………………………………………………………….…..2
2.0 Overview of Managerial Roles.……………………………………………….3
2.1Interpersonal Roles………………………………………………………………4
2.2 Informational Roles………………………………………………………….…4
2.3 Decisional Roles…………………………………………………………….….5
3.0 Application of Managerial Role and Recommendation……………………..6
4.0 Advantages and Limitations……………………………………………………7
5.0 Conclution………………………………………………………………………..8
References…………………………………………………………………………..9

Introduction

Purpose of this report is to identify managerial roles which managers play in day-to-day work and how they contribute to the success of a business. Firstly Overview of managerial roles gives an idea on managerial roles and categories of managerial roles will elaborate after that. Application of managerial roles will be done on a manager of Amana Bank. The recommendation will take part according to the application and finally, the conclusion will summarise the report. A person who oversees an organisation or one of its subunits besides their chief officers is a manager (Biddle, 1986). Management is known for achieving the organisational goals through planning, organising, leading and controlling organisational resources in an effective and efficient manner. These functions are applied to human, financial and information resources with the ultimate purpose of achieving the organisational goals (Mintzberg, 1973). As the managers involve in the basic management functions, they often find themselves playing a variety of different roles. In addition, to perform their functions most successful and to be fruitful in their different jobs, managers should likewise draw upon an arrangement of basic abilities (Griffin, 2013). Managerial roles are particular practices related to the task of management. Managers embrace these roles to achieve the essential goals of management. One of the earliest and most persisting studies of managerial roles originates from Henry Mintzberg who shadowed and observed managers.

Overview of Managerial Roles
A standout among the most persisting illustration of managerial roles derived from Henry Mintzberg, who built up a study in managerial roles. His analysis is unmistakable regarding in researches on managerial roles which he situated into three fundamental classes. Mintzberg has given this methodology higher recognition although numerous analyses have considered the real work of managers (Kreitner, 2008). Managerial roles are specific behaviors associated with the task of managing such as interpersonal, informational and decisional (Mintzberg, 1973).

Below table 1 illustrates the managerial roles and the subcategories of each role as per the studies Mintzberg.

Table 1: Henry Mintzberg managerial roles and categorisations
Category Roles
Interpersonal Figurehead
Leader
Liaison
Informational Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance handler
Resource Allocator
Negotiator
Source:- Author developed (2018) Based on Mintzberg (1973)
2.1 Interpersonal Roles
A manager’s interpersonal skills are his or her ability to understand how to motivate individuals and groups, accordingly interpersonal roles includes figurehead, leader ,and liaison (Mintzberg, 1973). The managers play interpersonal roles, they use their human and communication skills as they perform management functions. Managers play a figurehead role when they represent the organisation or department in ceremonial and symbolic activities. They welcome guests, speak to the organization at ceremonies and function as emissaries for the company (Hill, 2007). Managers play the lead role when they motivate, train, communicate and influence employees to increase the productiveness. Responsibilities are at the coronary heart of the manager. Subordinate courting and consist of motivating subordinates, structuring and overseeing their development, inspiring their improvement and balancing effectiveness (Peaucelle and Guthrie, 2012). Liaison job is where managers connect with individuals outside their immediate units. These might be the managers of different units inside the organisation or individuals outside the organization, an imperative motivation behind such liaisons are to build a network of relationship. Managers can utilize their network to help arrange works by their units with others, building a network is one of the most important tasks. (Hill, 2007).

2.2 Informational Roles
In fact, it is the manager’s informational roles that tie all managerial work together – linking status and the interpersonal roles with the decisional roles (Mintzberg 1973, 71). Managerial work is essentially information processing and requires the manager to play a number of information roles such as monitor, disseminator ,and spokesperson (Mintzberg, 1973). An organisation flattens their structures and adopts information and communication technologies. The monitor looks for data inside and outside of their organisation to survey their organisation’s activities and changes that should be made. For instance, Microsoft CEO is always looking into aggressive mechanical and technological pattern changes in the market in which Microsoft contends (Hill, 2007). As indicated by Mintzberg (1973), disseminator transmits facts inside this is gotten from both within the organisation and from external parties. Disseminators should then transfer’s profitable data inside to workers accordingly. The spokesperson speaks for the organisation to outsiders. Managers need to pass-off information remotely, going about as a representative for their brand (Mintzberg, 1973) for a model a marketing manager showing up in a question and answer session and presenting the product or illuminating vital choices taken by the organisation to the market.

2.3 Decisional Roles
Information is not, of course, an end in itself, it is basic input to decision making. The managers play a major role in their unit’s decision-making system. As its formal authority, only the manager can commit the unit to important new courses of action and as its nerve center (Vecchino, 2007). The decisional role includes entrepreneur, disturbance, resource allocator, and negotiator (Mintzberg 1973). An imperative class of management decision includes resource allocation; organisations never have enough cash, time, stocks or employees to fulfill their needs. A significant choice of managers is to choose how best to apportion the resources under their control between contending claims to meet the organisation goals (Hill, 2007). The disturbance handler takes a corrective decision when the company faces critical, surprising problems. In managerial work unexpected issues emerge frequently, deals may develop gradually, the stock may aggregate, production process may fall down, and managers must choose what to do about these unexpected issues regularly and quickly (Hill, 2007). The entrepreneur acts as designer, an initiator, an innovator and inspires change. Managers must ensure their associations improve and innovate while necessary, making the decision to develop inventiveness and driving species to the advancement of new products offers to more expand customer base (Hill, 2007). Negotiating is nonstop for managers they negotiate with providers, clients, superiors and even with subordinates. When negotiating choice can bring down costs skilled negotiators will probably effectively implement strategies to raise the performance of their association (Hill, 2007).

Application of managerial roles and recommendation
Basically the information given on the articles prove the utilisation of managerial roles in every job, similarly, in an observation about job significant, Mintzberg work has been repeated ordinarily. Mr. Zuhail branch manager of Amana Bank represents the branch on award ceremonies after achieving the year-end targets, this shows interpersonal skills on him according to Mintzberg’s theory where he has been a figurehead in ceremonies to represent on behalf of his branch also Mr. Zuhail being a great leader without being just a manager trained his subordinates and showed the progress to be worked to achieve the targets the branch has been given. Moreover, Mr.Zuhail should improve his informational skills where he should share his knowledge with other branch managers on how he achieved the goals so that the whole organization could increase their productivity and portfolio. Mintzberg (1973) applies it by sharing the information being sent and detailed it further. Managers should share the flow of information towards the subordinates.

4.0 Advantages and Limitations
The influence from the management drives the manager to support interference and look for substantial as they make on choices in a limited period. This is the place Mintzberg’s job role is useful (ProvenModels, 2018). It features the comprehension of CEO’s time management and enhances the given work they create abilities appropriately. Mintzberg job typology was the most hypothetical commitment of all. It made legitimacy and a typical dialect (ProvenModels, 2018). Mintzberg’s objective was to watch managerial conduct and break down it through research-based. Diverse individuals achieved it after 3 many research-based theories. Managers who involve a superior comprehension with the undertaking research on managerial roles can lead themselves to manage a superior position and furthermore to discover an approach to settle on better basic leadership. This builds the affectability of supervisors (Sekaran and Bougie, 2010; Altamony, Masa’deh and Gharaibeh, 2017).

According to Hill (2007), Mintzberg’s model of managerial roles has some limitations, further explains that the model teaches what managers do, but it does not tell what managers should do because the module was derived by watching managers work. Hill (2007) further stated that the model should include how to perform different roles and how to improve the tasks like negotiations and resource allocating respectively.

5.0 Conclusion
It is clear that how managerial roles take place in every business organisation to achieve their respective goals. Henry Mintzberg’s research on managerial roles teaches how the manager’s process on different criteria’s. The introduction gives a broad idea about managerial roles in views of Kreitner (2003) and Mintzberg (1973). Managers need to adopt each one of the managerial roles to achieve the goals of the organization. Through this model, the importance of the bond between top-level managers and lower level managers is clearly shown. Further managers should communicate within the organisation employee instantly to make sure they are empowered with the correct knowledge. Mr. Zuhail, the branch manager of Amana Bank complies to analyse of managerial roles and the study gives how manager contribute to the roles. Finally, recommendations suggest how to manage the roles and their assistance towards the organisation’s success and views about the managerial model.

References
Engwall, L. Defining Management: Business Schools, Consultants, Media. Online. Available at: https://books.google.lk/books?id=x89TDAAAQBAJ;printsec=frontcover;dq=definition+of+management+business+schools;hl=en;sa=X;ved=0ahUKEwjIxe3guYHeAhXFuI8KHYXaCa4Q6AEIJzAA#v=onepage;q=definition%20of%20management%20business%20schools;f=falseHill, C.W.L. (2007) Principles of Management Online. Available at: https://books.google.lk/books?id=51nk1z1m2dgC;pg=PA12;dq=managerial+roles;hl=en;sa=X;ved=0ahUKEwjf29vEx4DeAhUIgI8KHfgEDQIQ6AEIPzAE#v=onepage;q=managerial%20roles;f=falseMintzberg, H. (1973). Mintzberg Model: 10 Different Roles of a Successful Manager. Google Books Online. Available at: https://medium.com/taskworld-blog/mintzberg-model-10-different-roles-of-a-successful-manager-77f9d87b773cMintzberg, H. (1989) Mintzberg on Management: Inside Our Strange World of Organisations. Google Books Online. Available at: https://books.google.lk/books?id=9XOXVxN1GMsC;printsec=frontcover;dq=roles+of+management;hl=en;sa=X;ved=0ahUKEwieoYTzjcrdAhULa7wKHRrSBxoQ6AEIMTAC#v=onepage;q=roles%20of%20management;f=truePeter Drucker The Practice of ManagementOnline. Available at: https://books.google.lk/books?id=pry6XLvL02QC;printsec=frontcover;dq=principles+of+management+1;hl=en;sa=X;ved=0ahUKEwiPj_D0uYHeAhVGsY8KHWPaBkUQ6AEIQDAE#v=onepage;q=decision;f=falseKreitner, R. Principles of Management.Google Books Online. Available at: https://books.google.lk/books?id=kQn081qAYZ0C;printsec=frontcover;dq=principles+of+management+1;hl=en;sa=X;ved=0ahUKEwiPj_D0uYHeAhVGsY8KHWPaBkUQ6AEIXzAJ#v=onepage;q=principles%20of%20management%201;f=falseLussier, R. (2007).Management Fundamentals: Concepts, Applications, Skill Development. Google Books Online. Available at: https://books.google.lk/books?id=p0AIEuN6kg0C;printsec=frontcover;dq=management+fundamentals;hl=en;sa=X;ved=0ahUKEwiO7KfarIPeAhUFKY8KHQ0KDQkQ6AEIJzAA#v=onepage;q=management%20fundamentals;f=false