Decisional Roles a. Entrepreneur—searches organization and its environment for opportunities and initiates “improvement projects” to bring about changes. Examples include organizing strategy and review sessions to develop new programs.
b. Disturbance handler—responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.
c. Resource allocator—responsible for the allocation of organizational resources of all kinds—making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates’ work.
d. Negotiator—responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations.
The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. (difficult; pp. 10-11; AACSB: Communication)
139. Answer
Fayol’s functions approach represents the most useful way of describing the manager’s job. This is because Fayol’s functions provide “clear and discrete methods” of classifying management activities and techniques. Though less effective than the functions approach, Mintzberg’s roles approach does offer important insights into managers’ work. Many of his roles align well with one or more of the functions. For instance, resource allocation is part of planning, as is the entrepreneurial role, and all three of the interpersonal roles are part of the leading function. (moderate; p. 12)
140. Answer
a. Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills, human skills, and conceptual skills. Technical skills are the job-specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations.
b. Technical skills tend to be more important for lower-level managers. This is because lower-level managers typically manage employees who use tools and techniques to produce the organization’s products and services. Human skills are equally important at all levels of management, because all managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into its broader environment.
(moderate; pp. 12-13)
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141. Answer
By studying management, you’ll be able to recognize poor management and work to correct it. In addition, you’ll be able to recognize good management and encourage it, whether it’s in an organization you’re simply interacting with or whether it’s in an organization where you’re employed. Another reason for studying management is the reality that for most students, once they graduate from college and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager.
Rewards of Being a Manager c. most important work of an organization is creating a work environment in which organizational members can work to the best of their ability
d. have opportunities to think creatively and use imagination e. help others find meaning and fulfillment in work f. get to support, coach, and nurture others g. get to work with a variety of people
h. receive recognition and status in organization and community i. play a role in influencing organizational outcomes
j. receive appropriate compensation in the form of salaries, bonuses, and stock options k. good managers are needed by organizations
Challenges of Being a Manager a. it’s hard work
b. have to deal with a variety of personalities c. often have to make do with limited resources
d. motivate workers in chaotic and uncertain situations
e. be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group
(moderate; p. 21; Exhibit 1-11)
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