Final Perspective Management 2

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PERSPECTIVEMANAGEMENT


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GROUP MEMBERS

PRERNA KULKARNI

SWETA MHATRE

VISHAL KAMBLE

KIRAN KOLAMBKARANAND

JENIFER


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ROLE OF MANAGEMENT

IN LATE 1960 HENRY MINTZBERG DEVISEDF A NEW APPROACHTHE MANAGERIAL ROLES APPROACH BY OBSERVING WHATMANAGERS DO.

HE DID A CAREFUL STUDY OF 5 CHIEF EXECUTIVES AT WORKAND FOUND THAT THEY WERE INVOLVED INA MANNER OF

VARIED,UNPATTERNED ACTIVITES OF SHORT DURATIONS.

USING AMETHOD CALLED STRUCTURED OBSERVATIONMINTZBERG ISOLATED 10 ROLES WHICH HE BELIEVED WERECOMMON TO ALL MANAGERS.

THESE 10 ROLES WERE GROUPED INTO 3 CATEGORIES.


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Category Role

Informational Monitor

Disseminator

Spokesperson

Interpersonal Figurehead

Leader

Liaison

Decisional EntrepreneurDisturbance Handler

Resource Allocator

Negotiator


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Informational

Monitor-gathers internal and external information relevant to the

organization.

Disseminator- transmits factual and value based information to

subordinates.

Spokesperson- communicates to the outside world on performance

and politics.


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Interpersonal

Figurehead- the manager performs ceremonial and symbolic dutiesas head of the organization.

Leader- fosters a proper work atmosphere and motivates and

develops subordinates

Liaison- develops and maintains a network of external contacts to

gather information


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Decisional

Entrepreneur- designs and initiates change in the

organization.

Disturbance handler-deals with unexpected events and operational

breakdowns.

Resource allocator- controls and authorizes the use of

organizational resources.

Negotiator- participates in negotiation activities with

other organizations and individuals


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Advantages

The reality of management is that 'the pressures of the job drive the manager totake on too much work, encourage interruption, respond to every stimulus,seek the tangible and avoid the abstract, make decisions in small increments'.Mintzberg's key contribution was to highlight the importance of understandingCEOs' time management and tasks in order to be able to improve their work

and develop their skills appropriately.

The most valued theoretical contribution was Mintzberg's role typology. Itsvalidity was demonstrated in consecutive studies and thus created a commonlanguage. His contingency model linking management types to roles was lessvaluable.

Mintzberg's aim was to observe unbiased managerial behavior and analyze itthrough empirical research. Before his research, the normative frameworksproduced by Fayol's 'administrative management and Gulick's PODSCORBwere dominant. Mintzberg's role typology 'debunked' these normative systems.


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Limitations

Mintzberg does not assume ex-ante what an (in)effective or(non)successful manager entails. He also neglects the relationshipbetween managerial behavior and organizational effectiveness.

Furthermore, he takes a 'neutral' position on the managerial roleomitting influences such as ownership and power. Identifiedcontingency factors explain differences in the make-up of managerialwork.

The empirical study is based on five organizations in action. The smallsample size means that the results should not be applied to all industry,organizations or management positions.


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in his 1973 study, Mintzberg declared that the manager's position isalways the starting point in organizational analysis. He also argued thatmanagerial roles are sequential - a manager first makes interpersonalcontact through his formal status which in turn allows informationprocessing and leads to decision making. Mintzberg later rejected this

relationship based on new empirical data.


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Traits of professional managers in current scenario

People relationships

Any leader without followers is not a successful leader, hence the firstquality of professional manager is their human relationship skills. Thismanager builds up his team based on the core value of sincerity ,objectivity and dedication.

Integrity

This quality is must for professional managers and is notcompromisable, highest level of trust ,fairness and honesty are

expected while dealing with people both within and outside theorganization. This includes the customers, shareholders , dealers ,employees, the government and the society at large.


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Quality

The watch word of every professional manager should be quality. Thisquality philosophy should not only encompass product quality butquality as a way of organization life.

Time management

Time is a resource which must be allocated optimally to gain maximumadvantage. Each unit of a managers time has an opportunity cost : inthe sense that its value must be assessed against any other alternative

use to which the span of time may have been applied.


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Good communicator

Communication skill is both primary and paramount for success inmanagement. An effective manager needs to constantly hone hiscommunication skills. He must keep abreast of the latest devices , toolsand techniques in communication.

Stress management

Management is potentially a stressful activity. Much stress inmanagement is caused by conflicting demands placed upon you by the

job situation. Resolution of such conflicts requires a high level ofinterpersonal skills.


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Innovation and creativityProfessional mangers think beyond the obvious and encourage theirpeople to do the same. They ensure that employees have a keennessfor exploration and keep an open mind .as a good old quote goes human mind is like a parachute ,it is useful only if it is open .

Risk-takerEvery professional manager need to take risk when it is needed in hisorganization. Managers tend to think that risk is a preference based onone's personality. They see incentives and norms as influencing risktaking even more. Middle level managers said riskiness disappears asyou move up the hierarchy, while upper level managers feel that risk

taking is important and want to encourage lower level managers to takemore risk. Higher level managers score higher on risk taking than lowerlevel managers.


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Go-getter

They are good managers and leaders they work well in ambitious andambiguous environments. They do not need to be an expert in the fieldto do well ,they are good collaborators and learn as they go.

Diplomatic


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Thank you

Documents

Final Perspective Management 2