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Three Primary Roles as a Manager

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According to Robbins and Judge (2011), a leader must acknowledge three primary roles as a manager. What are these management roles, and how do they affect the purpose, positions, and skills required by management? Provide an example from a current or past work experience that conveys these management roles.

According to Robbins and Judge (2011), the three primary roles a leader must acknowledge:

Interpersonal roles:

1. Figurehead: conceived as a head of an organization or department

2. Leader: Motivates and directs employees towards a goal

3. Liaison: works with outside contacts to gain favors and information

These roles can be observed in any part of an organization but they are dominant in the lower management. Employees report directly to the manager so he is responsible to motivate them.

Informational roles:

1. Monitor: Receives on internal and external information

2. Disseminator: Conveys information received to appropriate departments or employees

3. Spokesman: Communicates corporate information such as plans, policies, actions and results to outsiders

These roles are often used to by the middle management. They are responsible to receive and articulate important information to the departments.

Decisional roles

1. Entrepreneur: Looks for the area of opportunities within an organization and initiates any change required.

2. Disturbance handler: Takes corrective actions when an unexpected disturbance is observed

3. Resource allocator: Makes decisions regarding the organization's resources

4. Negotiator: Represents the organization at negotiations

This role involves making decisions that would impact the whole organization. This can be linked to upper management that acts on the information it receives and communicates that in terms of policies and procedures.

Interpersonal roles involve the day-to-day tasks and activities that make up the job the manager is in. This role involves people skills in terms of being able to extract information effectively, and the ability to be a figurehead of the company (Robbins & Judge, 2011).

The second role, informational, involves the gathering and communication of information to the appropriate people through the appropriate channels. If a manager cannot be a good filter of the information that is coming in, he or she risks flooding their subordinates with too much information and the messages are too convoluted to do anything



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