This essay begins with a brief description of the Manager interviewed and his work. Thereafter, the utilisation of Mintzbergs Management Roles (in particular, Interpersonal Roles) by the Manager will be discussed. Analysis of the relevance of the Organisational Behaviour Approach will then be done using Maslows Hierearchy of Needs Theory and McGregors Theory X and Y, linked to Katz’s Management Skills.
The essay concludes that the Manager makes use of Mintzbergs Interpersonal Roles AND Katz’z Management Skills in his work – with greater use of the Leader Role and Human Skills respectively.
This evaluation of the management theories in relation to the manager’s work is ...view middle of the document...
These TEN Management Roles are classified into THREE MAIN Roles: Interpersonal, Informational and Decisional Roles (refer FIGURE 1).
The Interpersonal Role is concerned mainly with interpersonal relationships among people (Lamond, 2003), involves duties symbolic and ceremonial in nature (Bergman et al., 2006) and consists of three roles: the figurehead, leader and liaison (Lamond, 2003). Manager R states than he uses this role in his work to a large extent.
Manager R does not reflect the Figurehead role very much, as he claims that he performs only a moderate amount of ‘routine activities of a legal or social nature’ (Bergman et al., 2006, p.13). However, as a manager of an organisational department, every manager must play some sort of figurehead role and therefore, Mr. R occasionally expresses this role by: giving a welcome speech to the new international students during orientation and providing social advice to the Monash University Student Association.
A Leader generally strives to motivate and encourage team members to follow their agenda and develop their people (Bloisi et al., 2003). As leader effort often overlaps the activities of other roles (Bloisi et al., 2003), Manager R also expresses the role of the Leader to a large extent. Manager R claims that he has to organise and conduct training programs AND meetings such as staff meetings, team meetings and student community services committee meetings. As such he has to always give ear to the opinions and ideas of his subordinates and come up with strategies and solutions linking them. He also has to rationalize among the staff as and when arguments occur and provide a comfortable environment for his subordinates by motivating them.
The Liaison role is not very applicable to Manager R, as his work environment and job description do not require him to maintain a ‘self-developed network of outside contacts and informers who provide favours and information’ (Bergman et al., 2006, p.13). This role is reflected only to a very small extent in Manager R’s work as he has indicated in the interview (refer Appendix 2, Question 3iii) that this role comes into moderate use.
The Informational Role of a Manager involves ‘obtaining or exchanging relevant information as a Monitor, Disseminator or Spokesperson’ (Bloisi et al., 2003, p.55).
Manager R states that he expresses Informational roles by: looking at each staff member’s responsibilities and forming a planning matrix every week (Monitor); hosting inter-departmental meetings and passing memos to the staff about new developments (Disseminator); and occasionally reporting information to the students when new activities arise (Spokesperson).
A Managers Decisional Role involves ‘managerial roles that revolve around making decisions’ (Bergman et al., 2006, p.13) and has four sub-categorical roles: Entrepreneur, disturbance handler, resource allocator and negotiator (Bergman et al., 2006).
Manager R seems to reflect a significant amount of...