2.1.1. Primary Roles in Management
Interpersonal Roles
In their interpersonal roles, managers engage in activities that involve interacting with others. As figureheads, managers perform ceremonial duties, representing the organization in various formal activities such as hosting receptions and attending client dinners. In the leader role, managers influence and motivate their team, shaping the organizational culture and driving performance by conducting hiring and performance interviews, forming alliances, and building personal relationships. As liaisons, managers establish and maintain a network of contacts outside their immediate organizational unit, often spending significant time with peers and external stakeholders to gather valuable information and form strategic alliances.
Informational Roles
In their informational roles, managers are responsible for gathering, processing, and disseminating information. As monitors, managers continuously scan the environment for relevant information, talking with contacts and subordinates, and receiving unsolicited information from their networks. In the disseminator role, managers distribute essential information to subordinates, ensuring the team is well-informed and aligned with organizational goals. As spokespeople, managers communicate information to external parties, such as media, suppliers, and the public, often acting as the public face of the organization. These activities involve verbal exchanges that help managers gather intelligence, identify problems, develop plans, and maintain organizational coherence.
Decisional Roles
In their decisional roles, managers make strategic decisions that impact the organization. As entrepreneurs, managers identify opportunities for improvement and innovation, initiating changes to adapt to evolving market conditions and drive the organization forward. In the disturbance handler role, managers address and resolve crises and conflicts, reacting to unexpected challenges that arise. As resource allocators, managers decide how to distribute resources, such as funding, equipment, and personnel, balancing competing demands to optimize organizational performance. Lastly, as negotiators, managers engage in negotiations to resolve disputes, allocate resources, and establish agreements with employees, customers, suppliers, and other stakeholders. (Walker, 2004)
