A. A manager with whom I am familiar
A1. The Store manager interviewed acted as figurehead and liaison to the employees. This is described as Contact manager. He is also the spokesperson and a negotiator. This is described as political manager.
A2. The figurehead task of the manager to get inputs and feedbacks from all parties concerned falls under the planning function. The liaison task of the manager of getting the cooperation of all departments falls under the organizing function. The spokesperson task of the manager of explaining the wisdom of a new procedure falls under the leading function. The negotiator task of the manager of pacifying complaints and criticisms falls under the controlling function.
A3. The manager acts efficiently and effectively in terms of adding value. He can easily order all personnel to overshoot their individual goals or objectives by having brainstorming sessions. He is able to maximize the talents of each subordinate by assigning them tasks that are within their aptitude(example: Extrovert persons are assigned in sales and introvert persons are assigned in the accounting office).
A4. He could improve on his resource allocator and monitoring roles. There are
departments with excessive budgets and others with a tight budget. He should revise the
A5. The manager effectively delegates and /or empowers his employees. This is
because of his expertise in the two areas of figurehead and liaison and spokesperson and
negotiator. He is competent in the other managerial roles of leadership, disseminator,
entrepreneur, and disturbance handler(Robbins et al., 2005).
B. Ethical and Social Responsibility
B1. The ethical and social responsibility of the school ensure that downloading the music is not a violation of the intellectual property act.
B2. Jack brings down the value of ethics. He is unauthorized to download the files based on the evidence that he secretly entered the computer lab and placed a plant on the door to warn him of any eavesdropper or authority. The systems upgrade was damaged by his unauthorized M3 download caused the computer crash.
B3. Jack’s value system will improve by his visit to the Dean. He is willing to accept
the penalty or other repercussions of his unethical and unsocial behavior (Robbins et
C. Self Profile
Management is a must in order to harness scarce human and nonhuman resources to accomplish organizational goals and objectives. Minztberg was right in his research findings on what is in the mind of the successful managers. Management should be interpersonal. Management should be informational. Management should be decisional.
The interpersonal manager must act as a figurehead, a leader and a liaison. The informational manager should be a monitor, disseminator and a spokesperson. The decision making manager should be an entrepreneur, disturbance handler, resource allocator and negotiator.
The figurehead is one who is on a high pedestal in the organization. He leads the employees to perform their assigned tasks. The performance of their individual tasked will be geared towards the overshooting the organization’s goals and objectives. The manager will act as a liaison between the employees and other concerned parties. The customer is one party who wants to know that he or she is getting an equal value in terms of services and products for the money he or she had paid for. The community is the party interested to know if the organization will prioritize the hiring of its residents in case there are job vacancies. The community is also the party interested to know if the organization does not violate any of the environmental laws of the land. The employee is the party who is interested to know if he will be given salary increases in the near future. The board of directors is the party that wants to know if the manager was able to lead the entire organization to achieve the organization’s goals and objectives. The supplier is the party concerned with the longevity of the company. The government is the party interested to know if any laws are broken by the organization(Mentzer,2001).
The informational manager should be a monitor, disseminator and a spokesperson.
The manager should monitor if each party is doing its best to achieve their targets. The manager will disseminate to the parties concerned of the new information that would help them achiever their goals in lesser time and /or with lesser effort. The manager will be the spokesperson of upper management on the changes in their work environment in order to stave off the usual fears that employees may not be able to tackle their new jobs descriptions. The manager should learn to run the business in an entrepreneurial manner. He will negotiate in order to best allocate the company’s scarce resources(Clegg, 2002).
Fundamentals of Management: Essential Concepts and Applications, 2005 by Stephen P. Robbins, David A. Decenzo, Robin Stuart-Kotze and Eileen B. Stewart.
Clegg, S., 2002, Management and Organization Paradoxes, N.Y., John Benjamins Press
Mentzer, J., 2001, Supply Chain Management, N.Y., Sage Press