Accounting technicians scheme west africa



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2.20
Managerial roles

Mintzberg (1973), developed a model of the related roles of managers after a careful study of five executives to determine what managers do on their jobs. From the study, he came to the conclusion that managers perform ten different, but interrelated roles which can be summarized in three groups thus interpersonal roles, informational roles, and decisional roles.





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2.7.1 Interpersonal roles

(a)
Figure head In this role, every manager has to perform some ceremonial duties such as attending important ceremonies, entertaining dignitaries and attending to important customers. b)
Leader: As a leader, his role is to hire, train, motivate and direct the activities of his subordinates towards the accomplishment of organizational goals. c)
Liaison: This role involves activities by which an executive develops and maintains contact with people and groups outside the organization for the purpose of coordinating efforts to achieve a common goal.

2.7.2 Information roles
(d)
Monitor: The manager seeks for information and receives unsolicited information relevant to the organization from both internal and external sources. e)
Disseminator: This role entails the transmission of relevant information to superiors, peers or subordinates who need the information for their work. f)
Spokesperson: In this role, the manager transmits information to various people and groups outside the organization. Thus, he advises the shareholders about the financial performance and assures groups that the organization is meeting its societal obligations.

2.7.3 Decisional roles

(a)
Entrepreneur role This involves the manager generating new ideas, initiating new projects/programmes as well as seeking and identifying opportunities to promote improvement and needed change. The manager is also involved in the development and implementation of change strategy. b)

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