Managerial Roles PDF

CHAPTER II. MANAGERIAL ROLES Lesson 1: Managerial roles of management Managerial roles refer to the responsibilities and activities that individuals in managerial positions undertake to achieve organizational goals and ensure effective operation. These roles were...

CHAPTER II. MANAGERIAL ROLES Lesson 1: Managerial roles of management Managerial roles refer to the responsibilities and activities that individuals in managerial positions undertake to achieve organizational goals and ensure effective operation. These roles were first introduced by Henry Mintzberg, a prominent management theorist, in his book "The Nature of Managerial Work" published in 1973. Mintzberg identified ten roles that managers typically perform, which can be grouped into three categories: Categories of Managerial Roles According to Mintzberg’s typology, managerial roles fall into three basic categories: 1. Interpersonal roles. This category includes roles that involve interactions with people working inside and outside the organization. Basically, the majority of managers' time is spent on interpersonal communication, through which tasks are accomplished. The managerial roles in this category are figurehead, leader, and liaison. a. Figurehead. This role refers to your responsibility as a manager to perform tasks related to social, symbolic or legal matters. In these situations, you are not making decisions but serving as a representative of the organization. As a figurehead, you also aim to inspire your team to complete goals and tasks. An example of responsibility in the figurehead role is when you attend a social lunch or event with a client. You are there to promote your company or team and project a positive, professional image. b. Leader. The leader managerial role refers to your duty as a manager to oversee the performance of your staff. Overall, you aim to manage the team and the responsibilities of each member to ensure you reach objectives effectively. Some of your duties in this role include providing guidance, developing and motivating staff and performing evaluations.  Example: A manager sets a goal for the team and communicates his expectations, making sure that people understand them. He monitors their progress and provides feedback and resources if needed. c. Liaison. Managers in the liaison role develop and maintain internal and external relationships. They are a connection link that bridges the gap between employees of different levels to ensure work is done smoothly. Liaisons transfer knowledge through different members of the organization, up and down the chain of command, and can also involve their business contacts from outside the company. Examples: A manager coordinates with people inside the company, as well as coordinating work between the company’s units. A manager coordinates with people outside the organization, such as buyers, suppliers, and strategic partners. 2. Informational roles. The manager may act as an information gatherer, an information distributor, or a spokesperson for the company. The manager collects information from sources both inside and outside the organization, processes it, and delivers it to those who need it. a. Monitor. In the monitor role, manager seeks out and gathers information relevant to the organization. Also, managers are expected to look for information necessary for their organization, as well as for information that can concern potential industry changes. They gather internal and external sources, trying to identify problems and opportunities for growth. In other words, they scan the environment to assess the current state of things in a company and see if corrective action is needed. Examples: Seeking customer feedback to see how exactly you can improve your products or services. Monitoring industry trends, like products made by competitors or government regulatory changes, in order to meet standards and stay on track. b. Disseminator. Receiving information from various sources, a manager in the disseminator role is responsible for sharing it with those who may need it. This can be done in both verbal and written forms. A manager can pass on information directly to the appropriate person, or pass it on between subordinates if they lack contact. The information can concern the organization's direction or strategy, as well as specific technical issues. Examples: A one-on-one conversation between a manager and an employee where a certain issue is discussed. Developing a proposal for a new product design, submitting it to upper management for approval, and providing it to the employees so that they can get familiarized with it. c. Spokesperson. Managers in a spokesperson role speak for their organization, defending the company's interests. Their responsibility is to make the organization look good in the eyes of potential or new clients and the general public.  Examples: A manager attends the annual shareholders’ meeting, informing the attendees about the results her team has achieved this year and presenting statistics. A manager speaks on behalf of the company at a conference. 3. Decisional roles. Interpersonal roles are about dealing with people, and informational ones are about dealing with knowledge. Decisional roles are about action. Managers in this category are responsible for using the information they gain to make strategic business decisions. By communicating with people and using information, managers make decisions that lead the organization to its goals. a. Entrepreneur. In the entrepreneur role, a manager organizes and runs business processes. This role develops and implements new ideas or strategies, which often means coming up with innovative solutions. Entrepreneurs create conditions for change since innovation and change are needed for a company to stay competitive. Besides, they make sure a company adopts new products and processes pioneered by others or change the organizational structure. b. Disturbance handler. A manager solves issues as they arise – like sales that grow too slowly, a client breaking a contract, or valuable employees leaving. The task of the manager in the disturbance handler role is to fix the problem, maintaining productivity. c. Resource Allocator. The resource allocator role requires a manager to determine how and where to apply organizational resources. By resources we mean equipment, staff, funding, facilities, and time. Typically, the resources an organization has are limited, so it takes some effort to decide how to best allocate them. Examples: A manager divides funding between the departments of his organization, based on their current and future needs. A marketing manager divides funding between media advertising and promotions. d. Negotiator. This managerial role includes negotiating with external parties, where they represent the interests of their organizations, as well as negotiating with internal parties, such as other departments or team members. Example: A manager negotiates pricing, delivery, and design with customers. Lesson 2: Managerial skills Managerial skills are the knowledge and ability of the individuals in a managerial position to fulfil some specific management activities or tasks. This knowledge and ability can be learned and practiced. Management skills can be developed through learning and practical experience as a manager. The skills help the manager to relate with their fellow co-workers and know how to deal well with their subordinates, which allows for the easy flow of activities in the organization. The following are the 3 basic managerial skills: 1. Technical Skills Technical skills involve skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives. These skills not only involve operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products and services, and market the services and the products. Industry-specific Knowledge: Understanding the technical aspects of the industry or field in which the organization operates is essential. This includes knowledge of processes, tools, and techniques relevant to the specific job or industry. Analytical Skills: The ability to analyze data, trends, and situations is crucial for making informed decisions. This involves using quantitative and qualitative data to solve problems and make strategic decisions. 2. Conceptual Skills These involve the skills managers present in terms of the knowledge and ability for abstract thinking and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem, and find creative solutions. This helps the manager to effectively predict hurdles their department or the business as a whole may face. Strategic Thinking: Managers must be able to see the bigger picture and understand how individual actions and decisions contribute to the overall goals of the organization. This involves strategic planning and long-term vision. Problem-Solving: The capability to identify and solve problems is critical. Managers need to be adept at analyzing complex situations, identifying potential issues, and implementing effective solutions. Decision-Making: Making timely and informed decisions is a key managerial skill. This includes weighing alternatives, considering potential outcomes, and choosing the best course of action. 3. Human or Interpersonal Skills The human or the interpersonal skills are the skills that present the managers’ ability to interact, work or relate effectively with people. These skills enable the managers to make use of human potential in the company and motivate the employees for better results. Communication: Effective communication is essential for a manager to convey ideas, instructions, and feedback. It also involves active listening to understand the concerns and perspectives of team members. Motivation: Managers need to inspire and motivate their team members to achieve common goals. This includes recognizing and rewarding achievements, providing encouragement, and creating a positive work environment. Leadership: The ability to lead and guide a team, set a vision, and inspire others to follow is a fundamental managerial skill. A good leader fosters collaboration and encourages the development of team members. Lesson 3: Pinoy managerial skills “Hardworking,” “persistent,” and “optimistic”—these are words strongly associated with the Filipino culture. More so, these are also the usual words that paint the character of businessmen in the Philippine setting. But, are these the only words to describe them? Thankfully, we have a very colorful and emotionally engaged culture that is embedded in the work we do. Looking at how our country’s top businessmen have built their empires from the ground up is sufficient evidence that the ingredients to becoming a Filipino leader take more than just hard work, persistence, and optimism. To be an embodiment of the values that every local enterprise should uphold, every Filipino business leader must be an exemplar of five particular traits: empathy, humility, curiosity, passion, and servant leadership. Five Traits that Filipino Business Leaders must have: Trait 1: Pagmamalasakit (Empathy) Empathy goes much deeper than sympathy. Empathy is the ability to see things from another's perspective and feel their emotions. To be empathetic means to have the ability to identify with individuals judiciously. It takes emotionally intelligent people to go past "I feel sorry for you" and reach a point wherein they are able to say, "I understand what you are going through. How can we improve the situation together?" Studies have shown that mastering empathy is an essential leadership trait that increases workplace satisfaction and employee engagement. When employees know that they are understood, it lessens workplace stress, making way for a more productive environment. Moreover, empathy fosters openness among groups, which encourages individuals to speak up and get their ideas across. This allows leaders to gain a source of new perspectives that could help them effectively build relationships and improve systems. Trait 2: Pagpapakumbaba (Humility) There is an old Filipino proverb that says, “He who does not know how to look back at where he came from will never reach his destination.” Just as with empathy, humble leadership enables individuals to work without letting the past discourage them and rather allow it to be a footprint for better decisions. More importantly, humility inspires employees to work with a mission in mind. Instead of entering a wormhole of self-pity, a humble character is reminded that a task is not solely for his own gain, but for something greater. One great definition of humility is that it is “not thinking less of yourself; it is thinking of yourself less.” Instead of placing your conveniences dead center in every project, you become more mission-oriented. In turn, your team gains the same focus and a clearer picture of where all of you ought to go. Trait 3: Pagkamausisa (Curiosity) Curiosity is made up of two parts: The first is admitting that there are many things one does not know, and second is having an eager desire to learn more. Through these two, individuals not only gain a deeper understanding of themselves, but they also get a chance to build partnerships, solve problems, and most importantly, remove complacency. It is every leader’s responsibility to cultivate continuous learning and knowledge- sharing among teams. Organizations that reward the best ideas, processes, and results can encourage employees to speak up, especially those who are traditionally more shy in Filipino context. Promoting curiosity and idea meritocracy can also prompt them to question the status quo more often. In effect, leaders who welcome individuals to be mausisa allow them to discover surprisingly innovative answers to everyday questions. Trait 4: Pinoy Pride (Passion) Filipinos are emotionally connected people. From international boxing matches to political stances, there is nothing quite like how passionate Pinoys are. And in the workplace, this passion is no less present. As managers of an emotionally charged group, Filipino business leaders can maximize this passion by providing employees a way to find purpose in their work. After all, not only is being passionate contagious, but it can ultimately promote an intangible rallying quality behind a meaningful mission—leveraging the intensity Filipinos display when they truly believe in a cause. A study found out that passionate leaders are the ones who go deep: They display “depth of commitment and quiet attention to detail” that is unmatched. By being this way, they inspire loyalty and caring relationships among their employees. Trait 5: Pakikisama (Servant Leadership) As the famous saying goes, “No man is an island entire of itself; every man is a piece of the continent.” This is true for any group, and it is especially applicable when it comes to professional organizations and their leaders. After all, the concept of pakikisama is a great way to remind everyone, especially leaders themselves, of the bigger picture. Being a servant leader means you remember that you are part of a community. Not only will this combat crab mentality, but it will ultimately promote a culture of pakikisama. Nobody is too good to do all the work, and it is all for one as it is one for all—even at the top. The practice of servant leadership has been shown to increase a leader’s influence in producing more thoughtful and balanced group decisions—ultimately promoting trust and a culture of learning in the workplace. When it comes down to it, there's no better act of service than a leader who empowers others through his own actions.  References Arumugam, S. (2023, February 27). 8 Critical managerial skills that every manager needs to succeed. REGENT BUSINESS SCHOOL - Higher Education Institution. https://regent.ac.za/blog/8-critical-managerial-skills-that-every-manager-needs- to-succeed Rossingol, N. (2023, September 26). 10 managerial roles, according to Mintzberg. Runn. https://www.runn.io/blog/managerial-roles https://www.indeed.com/career-advice/finding-a-job/managerial-role https://www.globe.com.ph/business/enterprise/blog/must-have-qualities-filipino-business- leader.html#:~:text=To%20be%20an%20embodiment%20of,%2C%20passion%2C%20an d%20servant%20leadership.