Which of the following is one of the decisional roles inherent in a managers job?
Mintzberg's Management RolesMintzberg defined ten management roles within three categories: interpersonal, informational, and decisional. Show
Learning Objectives Outline the ten management roles under their three categorical headings, as devised by McGill University professor Henry Mintzberg Key TakeawaysKey Points
Key Terms
Management is incorporated into every aspect of an organization and involves different roles and responsibilities. Henry Mintzberg (1973), the Cleghorn Professor of Management Studies at McGill
University, defined ten management roles within three categories: interpersonal, informational, and decisional. Interpersonal
Informational
Decisional
A manager's job is never static; it is always dynamic. At any given time, a manager may carry out some combination of
these roles to varying degrees, from none of the time to 100 percent of the time. Throughout an individual's working life, a person may hold various management positions that call upon different roles. Managing Organizational PrioritiesAgendas help to organize, prioritize, and facilitate discussion about a given set of points in an organizational pursuit. Learning Objectives Explain the process of pursuing agendas, particularly from the perspective of change management, through the implementation of strategies and
policies Key TakeawaysKey Points
Key Terms
Defining AgendasAn agenda, particularly from the perspective of an organization or business, is loosely defined as a organized approach toward accomplishing a series of objectives or discussing a series of points. Agendas are most commonly used in a short-term setting, such as a meeting or a given week's work plan; however, they can also be used as a longer-term strategic planning component. Example of an agenda: An agenda sometimes combines a process flow and a checklist, where employees and management involved in a given operational process track progress and provide updates. The image above illustrates a Gantt chart, which uses a bar graph to show progress toward completion. Business Application In business, an agenda is commonly brought to a meeting to ensure everyone understands what will be discussed. Agendas should be distributed well before the meeting or discussion to ensure individuals attending have time to prepare their discussion points and to familiarize themselves with what others will be discussing. Reading the agenda in advance ensures that the overarching goals of a given meeting are clear
and understood by all participants prior to the discussion. Keeping MinutesAgendas are also used broadly in the political and public domain, where meetings held by public institutions, NGOs, or political groups are approached and organized via a given agenda. Public companies have a more important relationship with agendas than private companies, as they are usually required to record meeting minutes. These minutes are essentially a verbatim record of what was discussed and are made available for public viewing and consideration. As these discussions are accessible by any and all stakeholders, the outline and preparation of a valid and relevant agenda is of particularly high importance. Relevance to Management Skilled managers may construct and implement an agenda in an organizational setting. Building an agenda requires broad familiarity with all critical components of a given department, project, or organizational objective. Creating a relevant agenda and distributing it to concerned parties in a timely fashion requires organizational ability, communication skills (including the
ability to write clearly and concisely), and strategic know-how (knowing what to discuss and in what order). Managers must be skilled in controlling the pace, tone, and trajectory of discussions at meetings. Agendas are an excellent tool for organizing thoughts and leading discussion. Technical Skills of Successful ManagersSuccessful managers must possess certain technical skills that assist them in optimizing managerial performance. Learning Objectives Outline the four critical technical skills commonly
utilized by successful managers and supervisors in optimizing organizational performance Key TakeawaysKey Points
Key Terms
Defining Technical Skills Robert Katz identifies three critical skill sets for successful management professionals: technical skills, human skills, and conceptual skills. While these three broad skill categories encompass a wide spectrum of capabilities, each category represents a useful bucket for these skills to fall
into and describes the way in which these skills interact with management at various levels. Front-Line Managers' Technical SkillsManagers also need a broad range of technical know-how. All industries need management, and management must exist at various organizational levels. Front-line managers represent a substantial part of management who must use their technical skills daily. Front-line managers must communicate up the chain of command while still speaking the language of the workers who are executing the hands-on components of the industry. A technical skill for a front-line manager might include a working understanding of a piece of equipment: the manager must be able to coach the employee on its operation, as well as communicate to upper managers the basic functions of the machinery. Technical Skills in Upper Management In addition to front-line managers, managers in other corporate
roles and at higher levels require critical technical skills. These can include office-based competencies such as typing, programming, website maintenance, writing, giving presentations, and using software such as Microsoft Office or Adobe. Office environments require a complex set of communicative, technological, and data-organization skills in order to optimize managerial performance. Example A technical skill for a front-line manager might include a working understanding of a piece of equipment: the manager must be able to coach the employee on its operation, as well as communicate to upper managers the basic functions of the machinery. Intellectual Skills of Successful ManagersConceptual skills revolve around generating ideas through creative intuitions and a comprehensive understanding of a given context. Learning Objectives Recognize the inherent value of encouraging cooperation among teams as a management professional Key TakeawaysKey Points
Key Terms
Defining Conceptual Thinking Conceptual skills represent one
of the three skill sets identified by Robert Katz as critical to managerial success in an organization; the other two include technical skills and human skills. While each skill set is useful in different circumstances, conceptual skills tend to be most relevant in upper-level thinking and broad strategic situations (as opposed to lower-level and line management). As a result, conceptual skills are often viewed as critical success factors for upper managerial functions. Conceptual Skills in Upper Management While all levels of management benefit from conceptual thinking, upper management spends the most time within this frame of mind (as opposed to thinking more technically—looking at and working with the detailed elements of a given operation or business process). Upper management is largely tasked with identifying and drafting a strategy for the broader operational and competitive
approach of an organization. Conceptual Skills in Lower and Middle Management While upper management may use the conceptual skill set most,
middle managers and lower managers must also both understand and participate in the generation of company objectives and values. Of particular importance are the ability to communicate these critical concepts to subordinates and the ability to gather useful information to convey to upper management so that the concepts can evolve. Interpersonal Skills of Successful ManagersA manager must be both analytical and personable when it comes to managing time, resources, and personnel. Learning Objectives Demonstrate the integral
human skills that enable effective management and leadership capacity in the organizational frame Key TakeawaysKey Points
Key Terms
According to management theorist Robert Katz, management comprises three critical skill sets: technical, human, and conceptual. The development of human skills—which could be perceived as a combination of social, interpersonal, and leadership skills—is central to the success of a manager. Leadership Over the years, the common definition of management has become less specific, as managerial functions can include staffing, directing, and reporting. Modern companies have fewer layers of management, as these companies instead rely on the delegation of responsibilities and authority to achieve goals. As a result, businesses often speak of " leading," or guiding, people rather than giving instructions for every
action. Leading people represents a central component of human skills. CommunicationRealistically, most organizations need leaders who can view their teams analytically and objectively, evaluating inefficiencies and making unpopular choices. However, it is misleading to think that a manager has to be distant from or disliked by subordinates to execute these responsibilities. Creating a healthy environment conducive to development, criticism, and higher degrees of achievement simply requires strong human skills, particularly in the realm of communication. The "four sides" communication model: This model provides a theoretical framework for the act of communicating, which lies at the heart of effective management. A sender communicating a message to a receiver is not simply transmitting factual information; self-image, context, charisma, and the relationship between the two people also impact the reception of the message. Interpersonal skills and communication skills lie at the center of human-based managerial considerations. Good managers understand not
only what they are trying to say but also the broader context and implications of saying it. Empathy, self-reflection, situational awareness, and charisma all play integral roles in communicating effectively and positively. Experiential Learning for ManagersExperiential learning is the process of making meaning from direct experience. Learning Objectives Define the process, role and implementation of experiential learning as it pertains to
managerial skill set development Key TakeawaysKey Points
Key Terms
Defining Experiential LearningAristotle once said, "For the things we have to learn before we can do them, we learn by doing them." Experiential learning is the process of making meaning from direct experience. The experience can be staged or left unstructured. David A. Kolb, an American educational theorist, helped to popularize the idea of experiential learning, drawing heavily on the work of John Dewey, Kurt Lewin, and Jean Piaget. Kolb's work on experiential learning has contributed greatly to expanding the philosophy of experiential education. The Process Experiential learning involves learning through reflection on doing; it is often contrasted with rote or didactic learning. Experiential learning is related to—though not fully synonymous with—experiential education, action learning, adventure learning,
free-choice learning, cooperative learning, and service learning.
Experiential learning: The process of experiential learning is cyclical, with no required starting or end point. Learning through experiences requires observation, conceptualization, and experimentation to engage the mind. Experiential learning can be a highly effective way to learn new skills, new attitudes, or even entirely new ways of thinking. It engages the learner on a more personal level by addressing the needs and wants of the individual. It requires initiative and the ability to self-evaluate. To be truly effective, it should span goal-setting, experimenting and observing, reviewing, and planning future action. Role in Business Experiential learning plays an important role in business learning and managerial training. It is an integral component to many training programs, as it engages both the intellect and the senses much more comprehensively than lectures, books, or videos. For example, a computer simulation of change management can be a useful
application of experiential learning, as can a board game simulating operational efficiency in a factory. Example A computer simulation of change management can be a useful application of experiential learning, as can a board game simulating operational efficiency in a factory. Licenses and AttributionsCC licensed content, Shared previously
CC licensed content, Specific attribution
Which of the following is one of the decisional roles inherent in a manager's job?Finally, there are four decisional roles. These include being an entrepreneur, disturbance handler, resource allocator, and also a negotiator.
What are the decisional roles of a manager?Decisional roles: This category describes a manager's responsibility to use the information they gain to form business and strategic decisions. The managerial roles included in this category are entrepreneur, disturbance-handler, resource-allocator and negotiator.
What are the 4 roles of a manager?They were initially identified as five functions by Henri Fayol in the early 1900s. Over the years, Fayol's functions were combined and reduced to the following four main functions of management: planning, organizing, leading, and controlling.
What are the 3 main roles of a manager?Managers' roles fall into three basic categories: informational roles, interpersonal roles, and decisional roles.
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