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Role theory in management
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Overview of the Role Theory of Management
The Role Theory of management is based on individuals within the organization adapting to the formal and informal roles that come with their position. According to CSU-global Module 3 (2013), “Roles shape the way we see ourselves and help to define the behaviors we exhibit and don’t exhibit within organizations” (p.5). These roles are defined by the position held by the individual and how they interrelate to other individuals and their role in the organization. The formal role definitions specify the duties and responsibilities. The informal role definitions form expectations for behavior in that role. The role definitions are a large part of the culture that is formed within the organization.
Role theory was initially discussed as a sociological study defining social roles and their related expectations. According to Wikipedia (2013), the definition of roles “became more prominent in sociological discourse through the theoretical works of George Herbert Mead, Jacob L. Moreno, and Linton. Two of Mead’s concepts – the mind and the self – are the precursors to role theory”. Many of the behavioral and relational management theories also discuss roles and interaction between employees and supervisors in a way that reflects some of the premises upon which role theory is based. We are often utilizing this information from the study of roles when we consider how to affect change within and organization and when we discuss that organizations culture.
The concepts inherent in the role theory can be applied throughout all areas of a business, from training new employees and supervisors to appointing the best managers to take on the most sensitive and complex portions of an organization. Wil...
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...ways to improve that service delivery even further. Role theory in an inherent part of a personal and organizational pursuit of excellence.
References
Broderick, A. J. (1999). Role theory and the management of service encounters. Service Industries Journal, 19(2), 117-131.
Colorado State University-Global Campus. (2013). Module 3-Management and management theory [Blackboard ecourse]. In ORG-502 Effective organizations: theory and practice (p.5), Greenwood Village, CO: Author.
Lorette, C. (2013). What is the role theory in organizational leadership? Retrieved from http://smallbusiness.chron.com/role-theory-organizational-leadership-4958.html.
Wikepedia. (2013). Role theory. Retrieved from http://en.wikipedia.org/wiki/Role_theory
Williams, D. (1969). Uses of role theory in management and supervisory training. Journal of Management Studies, 6(3), 346-365.
Davis, Kevin. "Management Skills - Introduction - Instructor's Statement to Participants." Fsu.edu. Florida State University, n.d. Web. 18 Mar. 2014.
Everyone was expected to know how to do their jobs and if they didn’t know how to do something they had to “figure it out”. Needless to say, mistakes were made. Of course, natural leaders emerged and became pseudo role models to a few of us but the firm never made the step to establish role model relationships for training purposes. Furthermore, our constantly heavy workloads made it difficult for us to watch or learn from any one person because the few people who would have been consistent role models were regularly traveling for business and were not available to offer their guidance to the younger or less seasoned
Firstly, I have had to distinguish and appreciate the different social roles that are there. This includes the bio-social roles, the cultural roles, gender roles and situational roles (Merton, 1957). By being able to fulfill each type of role differently and effectively, I am able to reduce role stress significantly. Secondly, I have had to prioritize roles, knowing the difference between urgent and important so that role stress is well managed. In light of the fact that different types of roles have a competitive nature, prioritizing on roles has been helpful in managing role stress as it is possible to navigate on the difficult path of fulfilling
Hopen, Deborah. "The Changing Role and Practices of Successful Leaders." Journal For Quality & Participation 33.1 (2010): 4-9. Business Source Premier. Web. 28 Feb. 2014.
Growing sales through service: TP came up with new methods to satisfy customers. Furthermore, employees got trained on acting in customers favour.
Likewise, the authors looks at the prospect of exactly how employee’s customer orientation predicts customer-rated service performance. The author’s draws on the positive aspects of what a transformational leader should be by illustrating that transformational leaders can successfully simplify service employees’ task requirements by coaching them on how to meet customer needs, which can help to reduce employee’s role of ...
The Competing Values Framework is originated by Quinn and Rohrbaugh. It emphasizes the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding situations, as well as specific organizational environments. For instance, the facilitator and mentor roles rely on cohesion and morale to bring about human resource development within the organization. While the innovator and broker roles rely on flexibility and readiness in order to receive the growth and resource needed to perform an effective organization. The director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to managing information and communicating. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles, and the last four are the transactional roles (Belasen, 1996). The transformational roles are more aimed toward making changes and developments, while the transactional roles have strong emphasizes on managerial authorities. The key to becoming a master manager is to be a successful manager who is able to perform each role in order to cope with all difficulties being faced as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all of the eight roles more frequent than a normal manager and recognizes each of its importance thoroughly (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific working environment, such as rational goal model, may lower the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not gi...
Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads.
Stewart, M. (2010). Theories x and y, revisited. Oxford Leadership Journal, 1(3), 1-5. Retrieved from www.oxfordleadership.com/journal/vol1_issue3/stewart.pd
There are limits to the use of authority in obtaining high performance amongst subordinates. Authority alone cannot generate a ...
Holism is the epicenter of Ericson, Tomlin and Swain’s theory of Modeling and Role-Modeling. A newer theory development in nursing, published in 1983 has been integrated into many different university nursing programs as well as in clinical settings (Marriner-Tomey & Alligood, 2006). The theory while simple in concept has a complex combination of other well-known theories in psychology. The theory integrates Abraham Maslow’s higharchy of needs, Erik Erickson’s stages of psychosocial development, Jean Piaget’s cognitive development theory, and Selye and Engle stress response theory (Marriner-Tomey & Alligood, 2006). These theories cover the internal aspect of the person, which Ericson, Tomlin and Swain deemed necessary in treatment of the whole patient.
PRIMIS MNO 6202: Managing Organizations. 2007. The 'Secondary' of the ' Reprint of the book. McGraw-Hill Education, 2013.
This intervention provides employees and management with the opportunity to communicate their mutual expectations and ensure that they are in agreement on the scope and volume of work to be done. In addition, role clarification can help management determine if their department as whole is working effectively as a team or if there are underlying duplications and inefficiencies which should be addressed. This intervention may also result in the organization needing to review staffing levels and employee skill sets if work volume is unable to be met by the current
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
2. Kinicki, Angelo, Williams, Brian Management, a practical introduction, Second Edition. New York, New York, McGraw-Hill 2006/2003