Managerial Roles According to Mintzberg (1973)
Managerial Roles involves: interpersonal roles, information processing roles and decision roles. The first activity, interpersonal roles, includes being the figurehead, the liaison and the leader. Second activity is information processing roles, in which the manager acts as monitor, disseminator and spokesman of the ones he/she handle. Finally, decision making, means that he/she has the responsibility to improve/change, handle the disturbance, allocates the resource, and the one who negotiates.
The clear illustration is that, as a senior manager enacts his/her role, these will come together as a generalized, which will reflect to the manager's competencies associated with the roles. In a sense they act as testing criteria for assessing the performance of a manager in his/her job.
Being the figurehead, the manager will have to be good physically and socially. Because the way he builds up inspiration, will inspire the people under his/her leadership and authority. The manager must have connection to its subordinates, so that he could get the trust of his/her subordinates. He/she has the task to tell the structure and environment of the place where subordinates will work, also to oversee and ask question to keep them alert. It is also the manager’s responsibility to discipline and promote its subordinates thus, trying to balance organizational needs for every operation.
Managers are made to become the center of information and communication. Skills regarding networking are huge help in order to maintain external and internal contacts because exchanging of information is important. A computers screen can be related to as the manager, simply because he seeks and receives information so he/she could evaluate performance, well-being and situation of the organization. This is through maintaining information system, by building contacts and training staffs to pass the information.
Managing include skills in spreading people’s views on the organization or the manager’s subordinates. These mass‘s views and opinions is broadcasted only on the organization. They don’t only influences its subordinates but, as well as the people around him/her. He/she needs to report the organizations performances and that would reflect that the manager is really an expert of his/her field.
They design and initiate the most of the controlled change inside the organization. Through this improvement will not be impossible for the company or the organization.
The manager can do all the design responsibility on selecting and even replacing subordinates. Another thing a manager can do is to empower subordinates with responsibility for the design of the improvement of the project thus, defining the limits or parameter and give the go signal.
Disturbances may come from staff, resources, and threats or may be because others had done mistakes or the last option has high risk consequences. The manager’s roles involve stepping in to calm matters and quickly thinking of having the very best solution when problems occur and this should be done in a limited span of time. As for example, think about an alligator behind you. What would be the very first thing you would do so that the alligator won’t count you in as its lunch? Of course, the very first thing you would do is to swim away from the alligator as fast as you can because it won’t be a help on thinking to drain the swamp.
The manager must have the ability to have an exact hypothesis regarding the allocation of all resources, including sale, staff or reputation. Allocation of resources can be described as scheduling own time, programming work and authorizing moves. Keeping an eye on the scheduling, the manager visually or physically sets the priority of the organization. The managerial task is to ensure that a certain work system is in place and to supervise staffs, directions such as what to do, who should do the task, what processing systems will be used.
Enabling huge decisions before implementing is a control on the resource allocation. This allows blending of interventions. An example is approving within a policy or budgeting process in comparison to other interventions. Because of having a short span of time, many issues and other staff’s proposals that cannot be rejected easily, the manager may decide to choose on the proposed rather than a new proposal.
As what from we have discussed above, a good managerial skill usually involves communication skills, a good manager must have good reputation and the way he/she should think must be broad so he could read the minds of the internal and external people. Managers are the ones who take charges over important negotiating activities, in order to have a good contract with other managers of organizations.
Information System Leadership
Leadership came from the root word lead, which literary means to guide or to supervise. Leadership can be stated as an act of influencing others thus, telling them advices and guidelines about what they should or not do. It is never an act of controlling a person. It may sound simple as it is but, being a leader is not a simple task because it needs a bunch of courage to encourage others, and as what from we all know encouraging someone or even making them realize what they’ve done is something we can’t easily do.
Information System Leadership or simply IS Leadership is a difficult task for many organizations because of the increasing dependency on Information System’s. IS is widely used both for the stability of the operation and for the authority of introducing business strategies. Information System Leadership is typical from leadership in general because in IS Leadership, the Chief Information Officer or CIO is likely to combine IS technical skills with a right understanding of the organization over all of its functions ranging from operational to strategic. The leadership that we know is also a combination of the leader’s skills, which generally talks about on how he/she handles his/her followers, and how he/she understands them. Thus, a unique leadership challenge, such as IS Leadership, existed due to the technology or even business interface. The need of having a better system has obliged developers to develop easiest way to lead and the breadth of the IS Leadership role states that IS Leadership should cover a wide range of information concerning the role and characteristics of a CIO, its competition with other top management team, and its reflection and impact to its subordinates and the other staffs of the organization.
References:
http://www.bola.biz/mintzberg/mintzberg2.html
http://ieeexplore.ieee.org/Xplore/login.jsp?url=http%3A%2F%2Fieeexplore.ieee.org%2Fiel5%2F17%2F34102%2F01624425.pdf%3Farnumber%3D1624425&authDecision=-203
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