Research Proposal on "Mintzberg Management Interview Analyses Using Mintzberg's Ten"

Research Proposal 8 pages (2555 words) Sources: 6

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Mintzberg

Management Interview Analyses Using Mintzberg's Ten Roles

Organizational theory and academic business discourse examine, amongst a host of other key organizational principles, the formal idea that leadership is an essential part of effective management, or, for that matter, an essential part of comprising an effective contribution to any working team. However, like many academic concepts which do not easily make the leap into real world applicability, this theoretical conception of leadership is just that, and in practice, this type of educational content and perspective is actually quite a bit less relevant than the curricula of formal education might argue. (Koskella, 2002; 1) While leadership is unquestionably an inborn talent that can be honed and improved, it is nonetheless an individualized talent and therefore both rarified and special. Such is to say that the dually important aspects of experience and ability are those which cannot be taught in an academic context. Especially in the organizational sense, one must gather and sharpen these respective qualities, suggesting that leadership theory bears only a passing relationship to those instincts and principles which one must know or of which one must be capable in order to function successfully in an organizational leadership role. Ultimately, this means that a leader with the proper merits to effectively steward an organization is one who will demonstrate the capacity for a formal application of proven leadership methods and who will simultaneously adapt to the demands which are specific to the organization in question. This formal application of proven leadership methods is drawn for the purposes of this di

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scussion from Henry Mintzberg's theory of managerial roles, with the 10 such roles which he provides offering a framework for assessing the outcome of the three managerial interviews here conducted.

For Mintzberg, these 10 roles are divided into three subcategories, with interpersonal, informational and decisional. Within these, we will assess the roles which Mitnzberg has identified with specific reference to the mangers who have been selected as our subjects. Before proceeding to this section of the discussion, it is appropriate to identify and define Mintzberg's roles. These are as follows:

1. Figurehead: The manager will function as a representative for those over whom he or she presides, serving in a capacity that is symbolic as well as practical.

2. Leader:

Leadership is a core duty of managerial competence that descends from a responsibility in encouraging motivation and functioning as an authority to other team members.

3. Liaison: Often, the manager will be the key channel through which information, ideas and relationships pass.

4. Monitor:

The manager is expected to host a certain degree of information based on observation both internal and external to the organization, making him a key vessel for insight into organizational goals and demands.

5. Disseminator: The manager will typically function in this visible role of providing access to selected information for members of the organization.

6. Spokesperson: This role sees the manager addressing the public or the world external to the organization in representation of the organization and its personnel.

7. Entrepreneur: The manager will, of course, be a significant decision-maker where strategy, design and implementation of organizational functions are concerned.

8. Disturbance Handler: It will be the responsibility of an effective manager to mediate conflict, address challenging dilemmas and navigate an organization through crisis.

9. Resource Allocator: The manager will have a key role in identifying the appropriate avenues for the distribution of resources and financial priorities.

10. Negotiator: The manager will engage other parties and organizations directly on behalf of his organization in order to attain agreement or compromise toward mutual goals.

These roles are particularly useful to us as we proceed in consideration of the three managers who are agreed to be subjected to our interview. Mintzberg's ten managerial roles are all well exemplified by the responsibilities, concerns and preoccupations of the three individuals considered.

1st Manager (Com. Con. Mgr.): The first manager who agreed to the interview process is a manager for a Computer Consulting firm based in Piscataway, New Jersey. Working under only the company's owner, who serves largely in an administrative capacity, the manager is chiefly responsible for presiding over the staff of 8 which includes three house-call consultants, three technical support call center specialists, a networking specialist and an administrative assistant. Beginning as a consultant himself, the manager worked to a position of leadership over 6 years, allowing the firm's owner to step away from day-to-day business. He earns $60K per annum and spends the vast majority of his time overseeing the duties of his personnel, though he also spends some time working in the field as he remains a qualified computer technician and consultant.

2nd Manager (Med. Mgr.): The second manager who agreed to the interview is an assistant manager for a small medical supply company based in Bucks County, PA. Specializing in wound care supplies such as bandages and gauze pads, the manager has held this position for 3 years. From this position, he oversees the work of a team of 6. This includes a chemist, three production specialists, a delivery driver and a stock/inventory worker. Earning roughly 36K, he answers directly to the head manager of the company, who is hands on but allows the production and stock rooms to be presided over by the assistant manager.

3rd Manager (Bank Mgr.): The third manager presides over the weekend shift at a TD North Bank in Philadelphia, PA. Working first as an account specialist for two years, he was recently promoted to this position, which he has held for 6 months. During the weekends, he is the head banker on call at the facility and presides over a staff of 15 to 20 assorted tellers, guards and account specialists. Earning 48K, he reports directly to the Head Manager when such is demanded, but for procedural regularity, is the primary figure of authority when on call.

Interpersonal Roles:

Figurehead-Functioning as a figurehead seems to be most important to the Med. Mgr. amongst our interview subjects. This is because he is the party in his company who is primarily most visible to his employees and to whom they are expected to refer with any issues, grievances, questions or concerns. He is also the most visible part of the organization when dealing directly with clients via phone. This is also frequently the case for the Com. Con. Mgr, for whom it is extremely important that he is seen as a representative to the company for external clients and that those within the organization view him as one in whom the company's reputation is invested. For both the Med. Mgr. And the Com. Con. Mgr., this does not require a great expenditure of time, but is a role of extreme importance. For the Bank Mgr., it is less important to be seen as a figurehead as the bank is instead represented by a large bureaucratic structure of leaders and points of access to the public.

Leader -- the role of leader is one which is of primary importance to the Com. Con. Mgr. And the Med. Mgr. As both of these individuals are the primary authority on duty during their respective work days. This means that both will spend considerable time delegating jobs, evaluating performance and ensuring that daily goals and objectives are achieved. Both would respond in their interviews by indicating that they are seen by their subordinates as individuals who both participate in day-to-day work processes and who provide others will a positive example for how to conduct their business. For the Bank Mgr., he would indicate that the procedural nature of the bank generally limits opportunities to display leadership skills.

Liaison -- An important function for the Bank Mgr. is to serve as a liaison between the personnel over whom he presides and the bank's structured leadership core. Indeed, the Bank Mgr. would indicate that he spends a significant amount of time functioning as a go-between where the needs of his personnel and the decisions of the larger organization are concerned. The same can to some extent be said about the Med. Mgr., who will often work to channel the decisions and instructions of the head manager to those over whom he presides. The importance of the Med. Mgr.'s work as a liaison is underscored by the expectation of his personnel that on issues of salary, time off and other such day-to-day concerns, he will represent their needs to the head manager, from whom final decisions will descend. The Com. Con. Mgr. reports that his role as a liaison is less important because he has earned the trust and confidence of the company's owner. Therefore, he is largely expected to make many key managerial decisions independently.

Informational Roles:

Monitor-Monitoring is very important for the Com. Con. Mgr., who does make many key decisions and is thus most effective when he remains fully abreast of operational concerns and realities impacting the larger market. Therefore, according to his own report, he would dedicate a significant share of his time to observing… READ MORE

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Quoted Instructions for "Mintzberg Management Interview Analyses Using Mintzberg's Ten" Assignment:

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RESEARCH PROJECT

WHAT DO MANAGERS DO?

INTERVIEWING QUESTIONNAIRE

At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this paper. The managers should have positions of as great authority as possible. Describe in the paper what their positions are, what their responses are to the questionnaire, how the three different managers compare in terms of their respective responses, and what you learned from doing the exercise. These papers will be discussed in class

Based on research managers have been shown to perform at least ten roles. Not every manager performs every role; not every role is equally important in each manager's job. There may be things managers do that are not included on this list. Indeed, there is an "Other" category for including those things which are not found in this exercise.

The object of this assignment is to provide an experience in which you can collect some information on what contributions managers make to achieving organizational goals. For purposes of this study, a manager is anyone whose job consists primarily of supervising other people in organizations.

INSTRUCTIONS

1. Find three managers and conduct the interviews, using the attached form as a guide. Obtain numerical answers, using the scale provided, for all of the questions, and place their answers in the suggested summary sheet at the end of this outline. Determine:

a. Which are the most important roles-those which contribute to effective performance on the job?

b. Which are the most time-consuming?

c. Ask the manager to give an example of the role in question.

2. Discuss the results with the manager. Ask: Were there any roles that you had expected to be more (or less) important before the interview? Were there any roles where the time consumed seemed disproportionate to the importance of the role?

3. Take notes on the interview and bring them with you to class for reference in the class discussion when the project is considered.

4. You do not need to supply the name of the manager interviewed. We are only interested in developing a sample of managerial views of their job. The responses will be anonymous, and you should treat the interview as a confidential communication.

The ten roles and the typical activities involved in them are listed below, together with a space for you to list items that may be important but not provided for. For each role, enter the appropriate numbers based upon the following scale.

For the category "Importance", enter a number reflecting how important the role is to effective job performance for the manager. The scale of values for this category are: 1 = of no importance; 2 = of minimal importance; 3 = of some importance; 4 = of considerable importance; 5 = of very high importance.

The next category, "Time", describes how time-consuming the role is for the manager. The scale values for this category are: 1 = no time consumed; 2 = minimal time consumed; 3 = some time consumed; 4 = considerable time consumed; 5 = a very high amount of time consumed.

Finally, in the category "Example" briefly note an example of the job duties performed in fulfilling this role. Complete each of these categories for the three managers even if examples are difficult.

1. Acts as legal and symbolic head; performs obligatory social, ceremonial, or legal duties (retirement dinner, luncheon for employees, plant dedication, annual dinner dance, civic affairs, signs contract on behalf of firm etc.)

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

2. Motivates, develops, and guides subordinates; staffing, training, and associated duties (management by objectives, provides challenging assignments, develops people, selects personnel, encourages subordinates, trains new employees)

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

3. Maintains a network of contacts and information sources outside own group to obtain information and assistance (attends staff meetings, takes customer to lunch, attends professional meetings, meets with manager of department X, keeps abreast of upcoming design changes etc.).

Importance ______ Time ______ Example _____________________________

_________________________________________________________________

4. Seeks and obtains information to understand organization and environment. Acts as nerve center for organization (charts work flow, work-place meetings, audits expense control statements, reviews exception reports, reviews quotations, meets with production control)

Importance ______ Time ______ Example _____________________________

_________________________________________________________________

5. Transmits information to subordinates within own organizational area of responsibility (workplace meetings, disseminates results of meetings, transmits policy letters, briefs subordinates, sends out copies of information, posts schedules and forecasts).

Importance ______ Time ______ Example _____________________________

_________________________________________________________________

6. Transmits information to persons outside of organizational area of responsibility (works with product committee, prepares weekly status reports, participates in meetings, deals with customer's coordinator, field sales).

Importance ______ Time ______ Example _____________________________

_________________________________________________________________

7. Searches organization and its environment for "improvement projects" to change products, processes, procedures, and organization. Supervises design and implementation of change projects as well (cost reduction program, plant trip to X Division, changes forecasting system, brings in subcontract work to level work load, reorganizes department.

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

8. Takes corrective action in time of disturbance or crisis (handles union grievances, negotiates sales problems, redistributes work during "crash programs," handles customer complaints, resolves personal conflicts, assigns engineers to problem jobs).

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

9. Allocates organizational resources by making or approving decisions. Scheduling, budgeting, planning, programming of subordinate's work, etc. (budgeting, program scheduling, assigns personnel, strategic planning, plans manpower load, sets objectives).

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

10. Represents organization in negotiating of sales, labor, or other agreements. Represents department or group negotiating with other functions within the organization (negotiates with suppliers, assists in quoting on new work, negotiates with union, hires, resolves jurisdictional dispute with department X, negotiates sales contract)

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

11. Other:

Importance ______ Time ______ Example ____________________________

_________________________________________________________________

The Mintzberg roles are given - though not labeled - on the questionnaire in the following order:

Interpersonal Roles Information Roles Decisional Roles

1. Figurehead 4. Monitor 7. Entrepreneur

2. Leader ("Nerve Center" 8. Disturbance

3. Liaison in Mintzberg) Handler

5. Disseminator 9. Resource Allocator

6. Spokesperson 10. Negotiator

In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management functions. Do this by function rather than by manager, i.e., compare all three managers' responses functionally. Use the examples they gave you to document your conclusions. Discuss any differences and the "other" category. Original methods of interpreting and analyzing your data are encouraged.

Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Be prepared to discuss your results in class.

Please use the following suggested Report Format for summarizing your interviews. Please average the importance and time categories for your three managers. This will provide an index of the most important and time consuming functions as well as giving an overall importance/time indicator.

See Sample What Do Managers Do Paper at the end of the menu

REPORT FORMAT

IMPORTANCE RATING AND TIME CONSUMED

FOR MANAGERS INTERVIEWED BY FUNCTION

(I = IMPORTANCE RATING

T = TIME CONSUMED)

Functional

Average Avg. Ratio

Role Manager A Manager B Manager C Importance Time I / T

INTERPERSONAL ROLES

Figurehead I T I T I T AVG. AVG. I / T

Leader I T I T I T AVG. AVG. I / T

Liaison I T I T I T AVG. AVG. I / T

Interpersonal Role

Averages I T I T I T AVG. AVG. I / T

INFORMATIONAL ROLE

Monitor I T I T I T AVG. AVG. I / T

Disseminator I T I T I T AVG. AVG. I / T

Spokesman I T I T I T AVG. AVG. I / T

Informational Role

Averages I T I T I T AVG. AVG. I / T

DECISIONAL ROLE

Functional

Average Avg. Ratio

Role Manager A Manager B Manager C Importance Time I / T

Entrepreneur I T I T I T AVG. AVG. I / T

Disturbance Handler I T I T I T AVG. AVG. I / T

Resource Allocator I T I T I T AVG. AVG. I / T

Negotiator I T I T I T AVG. AVG. I / T

Decisional Role

Averages I T I T I T AVG. AVG. I / T

Total Average I T I T I T AVG. AVG. I / T

Manager I / T Ratio I / T I / T 1 / T

In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management roles and functions. Use the examples they gave you to document your conclusions. All papers will include a research report as detailed above. Discuss any differences and utilize the "other" category. Do not simply itemize each manager. It is ESSENTIAL to compare and contrast all three managers functionally by incorporating the overall findings from your research report. What is required here is critical comparative thinking. Use the I / T ratio to compare the managers in terms of the importance they give to an individual function and the time they actually spend doing it.

Example from Research Paper from a student from previous semester:

Duties of a Manager

A manager is a person accountable for planning and directing individuals, monitoring their work, and taking corrective actions when necessary. A managerial position holds more responsibility than an ordinary employee of a company. The manager is responsible for the establishment and execution of company plans that are necessary towards the completion of goals for the team. His creativity and motivation keeps the team on a consistent path of thinking to accomplish the tasks at hand. A manager is also in charge of directing operational activities, such as allocation of company resources including people and budgeting.

Managers in charge must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well.

Above are basic duties managers must carry forward within their company. We will now look at Henry Mintzberg*****s theory by focusing on 10 managerial roles and express their functions.

Mintzberg*****s Theory

Mintzberg*****s empirical research involved observing and analyzing the activities of the CEO*****s of five private and semi-public organizations. Mintzberg identified ten separated roles in managerial work, each role defined as an organized collection of behaviors belonging to an identifiable function or position. He separated these roles into three subcategories. List of the managerial work roles are as follows:

Interpersonal:

1. Figurehead: the manager performs ceremonial and symbolic duties as head of the organization.

2. Leader: fosters a proper work atmosphere and motivates and develops subordinates.

3. Liaison: develops and maintains a network of external contacts to gather information.

Informational:

4. Monitor: gathers internal and external information relevant to the organization.

5. Disseminator: transmits factual and value based information to subordinates.

6. Spokesperson: communicates to the outside world on performance and policies.

Decisional:

7. Entrepreneur: designs and initiates change in the organization.

8. Disturbance Handler: deals with unexpected events and operational breakdowns.

9. Resource Allocator: controls and authorizes the use of organizational resources.

10. Negotiator: participates in negotiation activities with other organizations and individuals.

Mintzberg also examined managerial ten roles and created six work related characteristics. He then identified four clusters of independent variables that included external, function related, individual, and situational. The following are eight roles that Mintzberg later defined as *****natural***** configuration of the job.

1. Contact Manager: figurehead and liaison

2. Political manager: spokesperson and negotiator

3. Entrepreneur: entrepreneur and negotiator

4. Insider: resource allocator

5. Real-Time Manager: disturbance handler

6. Team Manager: leader

7. Expert Manager: monitor and spokesperson

8. New Manager: liaison and monitor

Mintzberg exposed nature of managerial work ethics and myths never known to business world before. In this project we will test his theory by interviewing three different managers and test the results outlined under Mintzberg*****s managerial roles.

Analyzing Mintzberg*****s Ten Managerial Roles

To properly examine Mintzberg*****s ten managerial roles we conducted interviews with three managers from three different companies. The interviews revealed contributions made by these managers to achieve organizational goals within their company. Mintzberg*****s managerial roles were outlined to each manager during each interview and based on each manager*****s response to importance, time, and functional ratio this results were obtained.

To better outline the results in this project, each manager will be specified to the discipline they belong to. This will enhance the accuracy of the results and for each Mintzberg*****s managerial role; the reader will have a better understating of the three comparisons.

1st Manager: The first manager that I interviewed works for a small Consulting Engineering firm in Far Rockaway, Queens. He works directly under the owner of the company and has about 10 people under him. He has been at this company for past 15 years. His estimated annual profits are from $100,000 to $150,000. For the purpose of this report he will be named *****Manager-Eng Firm*****.

2nd Manager: The second manager that I interviewed works for Citi Bank located in Franklin Square, New York. She is the branch manager at this branch for 2 years and manages all aspects of banking. Along with other managers, she oversees 12 people that work directly under her. This manager will be recalled as *****Manager-Citi Bank***** to report findings during her interview.

3rd Manager: The third and last manager belonged to hair salon located in Manhattan, New York. She is a manager who works under direct supervision of the owner of the salon. When the owner of the salon is present she acts as a regular employee, but manages the entire salon when owner is absent. She has been a manager at this salon for 3 months and she manages 6 employees under her when the owner is not present. She will be recalled as *****Manager-Salon***** for the purpose of this report.

Interpersonal

1. Figurehead: A figurehead within a company is a person who is considered to be a symbolic head and is obliged to perform a number of routine duties considered to be legal or social nature.

Figurehead

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 4.00 1.25 4.00 3.00 1.33 5.00 3.00 1.67 4.67 3.33 1.42

Looking at the data *****Manager-Eng Firm***** scored highest out of all three managers. Second best was *****Manager-Salon***** and third place was *****Manager Citi Bank*****. *****Manager-Eng Firm***** did the best due to what he represents to his clients and also many engineering disciplines that he covers as a project manager.

*****Manager-Salon***** explained the importance of being a figurehead when the owner of the salon is not present, but also explained that she does not spends most of her time at this position as the owner of the salon is present and deals with figurehead role.

*****Manager-Citi Bank***** came last because there were other managers working within this branch who also oversee and manage the employees and bank related issues.

2. Leader: Leader role embedded within a manager is high respectful and appreciated. This role is also responsible for hiring and staffing of employees. He is a source of encouragement and can also promote and discipline member or the organization. He is meant to balance the needs of the employees and the company to ensure smooth operations.

Leader

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

3.00 3.00 1.00 4.00 1.00 4.00 4.00 2.00 2.00 3.67 2.00 2.33

In this category, we can clearly see a big variation within the three managers. *****Manager-Eng Firm***** shows equal time and importance as a leader and this is very important when acting as a leader for a company. Meanwhile, other managers have uneven rating due to not having as much experience as *****Manager-Eng Firm*****. Other two manager show high numbers for importance due to what their job requires, but fall behind under time as they don*****t lead their companies.

3. Liaison: The manager maintains a self-developed network of outside contacts and informers who in turn can provide favors and information vital (facts, requirements, probability, etc.) to the organization*****s success.

Liaison

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 3.00 1.67 4.00 2.00 2.00 5.00 1.00 5.00 4.67 2.00 2.89

Under this category *****Manager-Eng Firm***** is a better liaison. He works in a competitive field and has to maintain external contacts to ensure his company is better than his business rivals. During the interview, he mentioned that he welcomes any Engineering related work that he can get and works with his clients hand in hand to outcome any engineering challenge.

*****Manager-Salon***** showed importance towards being a liaison for her salon, but also mentioned that she invests very little time on organizing and managing her clientele. *****Manager-Citi Bank***** during her interview mentioned that she gives great importance to liaison, but does not have the time to deal with each individual client as her work requires her to manage many things at once.

Informational

4. Monitor: Manager as a monitor seeks and receives information from many sources. This information can then be used to evaluate the organization*****s performance and well-being. Monitoring of internal operations, external events, trends, ideas are all very important for any manager. The manager must install and maintain such informational systems by developing contacts and training the staff to deliver such information.

Monitor

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

3.00 2.00 1.50 5.00 4.00 1.25 3.00 2.00 1.50 3.67 2.67 1.42

In this category, *****Manager-Citi Bank***** is efficient in the role of a monitor. Under her job description, she must gather data from external and internal sources about the performance levels of the branch, employees, stocks, interest rates, loans and many other relevant things that directly impact her and Citi Bank*****s reputation.

Other two managers did equally well in this category. Both of these managers were not as much interested as to *****Manager-Citi Bank***** because they are not that much concerned of how their industry is changing. *****Manager-Eng Firm***** explained that he does not have to monitor internal and external changes as the owner of the company monitors all of the changes, trends, ideas and implements the desired changes with his likings.

5. Disseminator: The disseminator transmits information and also receives external sources as well as other subordinates to the members of the company. The information provided has to be interpreted when pertaining to the policies, rules and regulations of the company.

Disseminator

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 2.00 2.50 5.00 4.00 1.25 3.00 1.00 3.00 4.33 2.33 2.25

The best disseminator is *****Manager-Citi Bank***** because she spends much of her time communicating internally and externally with clients, corporate office and other sources that affect her work. As mentioned during the interview, she mentioned that her job requires her to be someone who is as informative as the president. She must transmit all of her findings, changes, and new company regulations among colleges and other managers.

*****Manager-Eng Firm***** also showed much importance to this category, but also explained that he does not invest much of his time under this category. All other employees working under him carry forward their own task within his firm and external and internal communication is all done by the owner of the company.

6. Spokesperson: The manager acts as a lobbyist and informant to external members, such as key influencers and stakeholders, who have to be informed of the organizations, plans, policies, and performances.

Spokesperson

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 3.00 1.67 3.00 2.00 1.50 5.00 4.00 1.25 4.33 3.00 1.47

In this category *****Manager-Salon***** is the winner as she manages all of the employees who work under her when the owner of the salon is not present. She has full authority from the owner to manage the salon and instruct any employee. She also deals with customers, cash and manages regular operations of the salon.

*****Manager-Citi Bank***** did the worse in this category as she shares this category with other branch managers who work side by side with her. *****Manager-Eng Firm***** showed importance for this category but told during his interview that he spends very little time as a company spokesperson.

Decisional

7. Entrepreneur: Manager within a company holding a position as an entrepreneur is responsible for the organization, strategy making system where important decisions are generated and linked. The manager has the authority, information and capacity for control and integration over important decisional powers. Exploration of new business opportunities that can benefit the company is a big decision and it is manager*****s responsibility to initiate necessary changes to move their company forward.

Entrepreneur

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

4.00 1.00 4.00 4.00 4.00 1.00 3.00 1.00 3.00 3.67 2.00 2.67

In this section, *****Manager-Citi Bank***** did good compare to other two managers. Even though she shares her position with several other managers within this bank, she deals significantly with entrepreneurship within her branch.

*****Manager-Eng Firm***** did second best under this category as he is required to communicate with clients on daily basis and give his educated advice and guide his clients to proceed with engineering projects. During the interview, he gave great importance to entrepreneurship, but mentioned that he does not invest much time in this category.

8. Disturbance Handler: A manager within a company is responsible for executing corrective actions when the organization faces important disturbances. Such disturbances can arise from threats, staff and due to unexpected consequences.

Disturbance Handler

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 5.00 1.00 5.00 4.00 1.25 3.00 3.00 1.00 4.33 4.00 1.08

Based on data gathered, best suited manager is *****Manager-Eng Firm*****. During the interview he mentioned that his type of work he has to be ready for almost anything that comes in his way. He deals directly with clients and moves major projects towards completion. He has to meet deadlines and carry each project individually to conform to NYC Building code, NFPA, and several other authorities with jurisdiction.

*****Manager-Citi Bank***** also mentioned during her interview that as a branch manager she has to be ready to tackle any obstacle that is on her way. On daily basis, she does not invest much of her time tackling this category, but she has to be mentally and physically ready to work in a major bank.

*****Manager-Salon***** defined her as semi disturbance handler and mentioned that because the owner of the salon deals with all major disturbances, she is not directly involved in this category.

9. Resource Allocator: the manager is the key person within a company who should be in charge of allocating resources. Employees must get managers approval in allocating company*****s resources.

Resource Allocator

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

1.00 1.00 1.00 3.00 2.00 1.50 5.00 4.00 1.25 3.00 2.33 1.25

In this category, *****Manager-Salon***** did the best as she is required to manage entire salon*****s inventory each week. She is the only manager this salon has and even when the owner is present inside the salon, the *****Manager-Salon***** is required to allocate each salon related item to the employees and has to keep up to date data of all inventory. She is solely responsible for ordering and managing resources within this salon.

*****Manager-Eng Firm***** did poorly in this category as he does not deal with company resources or manages them. Staffs under him manage all stationary, kitchen items and all required resources.

*****Manager-Citi Bank***** during her interview explained that she as a branch manager shares this duty of being a resource allocator. As a bank, her branch has limited resources and such resources as stationary and functioning necessities are all governed by area manager.

10. Negotiator: A negotiator role within a manager requires skills and experience. This category is highly in demand as companies need managers with negotiation skills to save capital and progress growth.

Negotiator

Manager-Eng Firm Manager-Citi Bank Manager-Salon Total Average

Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio Importance Time I/T Ratio

5.00 4.00 1.25 1.00 1.00 1.00 5.00 2.00 2.50 3.67 2.33 1.58

In this last category, *****Manager-Eng Firm***** did good compare to other managers. During his interview, he explained how it is important to negotiate price, proposed work, time limitations, design limitations, and progress. He gave great importance to this category and mentioned that because his type of work involves a lot of money; he has to negotiate on almost every job that he supervises.

*****Manager-Salon***** also showed great importance to this category and explained that sometimes she has to deal with customers who want to negotiate the price for her services. She does not invest much of her time in this category as owner is present most of the time to tackle customers who want to negotiate the price.

*****Manager-Citi Bank***** showed the least importance to this category as much of her goods and services are already set forth by higher authorities within her bank.

Conclusion

Conclusion of this project is based on managers who did the best in each of 10 manegarial roles. For this project Interpersonal, Informatinal, Decisional managerial role categories were tested on three managers from three different backgrounds. Ten sub-managerial roles of figurehead, leaders, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator were considered and tested for each manager during individual interviews.

Interpersonal Informational Decisional

Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance Handler Resource Allocator Negotiator

Manager-Salon âœ“ âœ“

Manager-Citi Bank âœ“ âœ“ âœ“

Manager-Eng Firm âœ“ âœ“ âœ“ âœ“ âœ“

These results indicate that *****Manager-Eng Firm***** hold a perfect managerial position and follows five out of ten managerial roles outlined by Henry Mintzberg. *****Manager-Eng Firm***** had the most points under figurehead, leader, liaison, disturbance handler, and negotiation roles. Considering he has been with company for past fifteen years, he surely knows his role as a manager within his engineering consulting firm.

*****Manager-Citi Bank***** came second and best suited for managerial roles of monitor, disseminator, and entrepreneur. As a Citi Bank branch manager she has to carefully monitor entire branch, transmits factual information, and designs and initiates changes within her branch.

*****Manager-Salon***** came third with best suited managerial roles of spokesperson and resource allocator. The managerial positions that she holds and conditions set forth by the owner of the salon, her managerial role is limited at times and is very powerful when owner of the salon is not present.

References

1. Management at Work, *****Mintzberg*****s 10 Managerial Roles.***** 15 April 2008. MaW. 19 November 2008. http://management.atwork-network.com/2008/04/15/mintzberg%E2%80%99s-10-managerial-roles/

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