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    according to mintzberg, which of the following is not a decisional role of a manager

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    Management 301 Exam 1 Flashcards

    Study with Quizlet and memorize flashcards containing terms like Part of what defines an organization is its purpose., All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization., In order to be considered a manager, an individual must direct or oversee the work of others. and more.

    Management 301 Exam 1

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    Part of what defines an organization is its purpose.

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    Part of what defines an organization is its purpose.

    true

    All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization.

    True

    In order to be considered a manager, an individual must direct or oversee the work of others.

    True

    A manager does not work directly on tasks for the organization.

    False

    Supervisors and team leaders may both be considered first-line managers.

    True

    Effectiveness refers to the relationship between inputs and outputs.

    False

    A goal of efficiency is to minimize output costs while maximizing input costs.

    False

    Effectiveness refers to the attainment of the organization's goals.

    True

    Managers who are effective at meeting organizational goals always act efficiently.

    False

    The four contemporary management processes are planning, organizing, leading, and commanding.

    False

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    स्रोत : quizlet.com

    Which of the following is not an example of a decisional

    Which of the following is not an example of a decisional role according to Mintzberg? a) Spokeperson b) Entrepreneur c) Disturbance handler d) Resources Allocator

    Shyam Richard 4 years ago

    Which of the following is not an example of a decisional role according to Mintzberg?

    A. Spokeperson B. Entrepreneur

    C. Disturbance handler

    D. Resources Allocator

    Answer: Option A

    Join The Discussion

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    Mintzberg's Management Roles

    Discover the ten key managerial roles you need to fulfill as a manager, and how to improve in each area, with Mintzberg's Management Roles.

    By the Mind Tools Content Team

    (222) 222 ratings 8 MIN READ

    Mintzberg's Management Roles

    Mintzberg's Management Roles Identifying the Roles Managers Play

    As a manager, you probably fulfill many different roles every day.

    For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system.

    Put simply, you're constantly switching roles as tasks, situations, and expectations change. Management expert and professor Henry Mintzberg recognized this, and he argued that there are ten primary roles or behaviors that can be used to categorize a manager's different functions.

    In this article and video, we'll examine these roles and see how you can use your understanding of them to improve your management skills.

    Click here to read a transcript of our management roles video.

    What Are Mintzberg's Management Roles?

    Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

    The ten management roles are:

    Figurehead. Leader. Liaison. Monitor. Disseminator. Spokesperson. Entrepreneur.

    Disturbance Handler.

    Resource Allocator. Negotiator.

    From MINTZBERG ON MANAGEMENT by Henry Mintzberg. Copyright © 1989 by Henry Mintzberg. Reprinted by permission of Free Press, a division of Simon & Schuster, Inc.

    The 10 roles are then divided up into three categories, as follows:

    Category Roles

    Interpersonal Figurehead

    Leader Liaison

    Informational Monitor

    Disseminator Spokesperson

    Decisional Entrepreneur

    Disturbance Handler Resource Allocator Negotiator

    Let's look at each of the ten managerial roles in greater detail.

    Interpersonal Management Roles

    The managerial roles in this category involve providing information and ideas.

    Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

    Informational Management Roles

    The managerial roles in this category involve processing information.

    Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.Disseminator – This is where you communicate potentially useful information to your colleagues and your team.Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.

    Decisional Management Roles

    The managerial roles in this category involve using information.

    Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

    Applying Mintzberg's Management Roles

    You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking about developing your own skills and knowledge. (This includes developing yourself in areas that you consciously or unconsciously shy away from.)

    First, examine how much time you currently spend on each managerial role. Do you spend most of your day leading? Managing conflict? Disseminating information? This will help you decide which areas to work on first.

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    Next, get a piece of paper and write out all ten roles. Score yourself from 1-5 on each one, with 1 being "Very skilled" to 5 being "Not skilled at all."

    Once you've identified your weak areas, use the following resources to start improving your abilities in each role.

    Figurehead

    Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image, behavior, and reputation. Cultivate humility and empathy, learn how to set a good example at work, and think about how to be a good role model.

    स्रोत : www.mindtools.com

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