The Importance Of Managerial Roles

Managers spend a considerable amount of their time having to deal with information, making decisions, and interacting with others. Simply stated by Williams and McWilliams (2013) “management is getting work done through others.” Managerial roles can be broken up into three major roles, according to researcher, Henry Mintzberg, these three categories are as follows; interpersonal roles, informational roles and decisional roles. Within theses major roles there are a total of ten subroles. “[These] ten roles are common in all managerial jobs regardless of the functional or hierarchical level. (Grover, et al. 1993, p.110) Liaison is an interpersonal role, interpersonal roles, as the name suggests, is focused on communication between people. Fulfilling this role means managers perform the three subroles, figurehead, leader and liaison.

This refers to the time spent by managers obtaining and sharing information, also viewed as management processing and gathering information through the business’ environment and listening to others (inside and outside the firm). Mintzberg identified monitor, disseminator and spokesperson roles as the subroles. The negotiator role is implemented under decisional roles, for the significances of obtaining and sharing information is useful to management, in means to provide assistance to form good decisions. This resides from the four subroles Mintzberg has described as entrepreneur, disturbance handler, resource allocator and negotiator. “A strength of role analysis is its non-presumption of any necessary congruence between expectations and performance.” (Hales 1986, p.109) Highlighting the subroles of liaison, spokesperson and negotiator, (a role from each major category) theses roles are linked behaviourally, and yet differentiate according to