Manager Role-Henry Mintzberg’s Management Roles Essay

There are three type levels of managers which are top level manager, middle manager, and first-line manager. Managers carry out functions, roles and skills. Management functions are planning, organizing, leading and controlling as stated by Henri Fayol. However, Henry Mintzberg defined management roles into three parts which are interpersonal roles, informational roles, and decisional roles. Besides, Robert L. Katz states that managers need three essential skills or competencies which are technical skills, human skills, and conceptual skills. The objective of this essay is to discuss the roles of manager in practice relate to Henry Mintzberg’s management roles. Based on the interview, it was found that the manager actually put into practice the skill introduced by Henry Mintzberg. Following discussion will be relates the manager interviewed with Mintzberg’s management roles. Description of the manager interviewed The manager interviewed (Ms. Ong) is thirty-five years old and has a marketing degree. She had been involved in managerial position for nine years. Now, she is the Corporate Affairs Manager in her current company, which is a position of middle manager. This company relates to communications technology. It is a multinational company which operate local and internationally. Instead, she has to plan and organize events to enhance relationship with business partners and customers. This is to ensure the company keeps on track with the suppliers and buyers from time to time on the updated products and services. Besides, she plan and organize the customer’s satisfaction survey to ensure customers satisfaction maintained at all times. Due to the survey, it is to improve and maintain the company’s reputation among customers. Her greatest achievement in the company is developed a new website for the group. She is maintaining the website to ensure the news is up to date. Definition and introduction to Mintzberg’s management roles The term management roles refers to specific categories of managerial behaviour (Robbins et al, 2006). From this sagacity, it shows the different roles have different behaviours are expected in different position. In Mintzberg’s ten management roles, he grouped the roles in three categories. First, those who concerned with interpersonal relationships (Interpersonal), follow up with those who concerned with the transfer information (Informational), and those who concerned with decision making (Decisional). Firstly, interpersonal roles required to perform duties that involve people and other duties that are ceremonial and symbolic in nature (Robbins et al, 2006). There are three interpersonal roles, which are figurehead role, leader role, and liaison role. These interpersonal roles are primarily concerned with provide information. Secondly, informational roles are managerial roles that involve receiving, collecting and disseminating information (Robbins et al, 2006). There are three informational roles, which are monitor role, disseminator role, and spokesperson role. It is primarily concerned with the information process with the information aspects of managerial works. Thirdly, Mintzberg identified decisional roles which revolve around making decisions (Robbins et al, 2006). This is the unique access of using information to the organizational decision making. There are four decisional roles, which are entrepreneur role, disturbance handler role, resource allocator role, and negotiator role. The top managers will make the decisions for the organization as a whole, while the supervisor makes decisions for his or her particular work unit. Henry Mintzberg’s management roles with manager interviewed As described above, Ms. Ong is a middle level manager. Middle managers included all levels of management between the first-line level and the top level of the organization who manage the work of first-line managers (Robbins et al, 2006). Ms. Ong as a middle level manager is responsible to attain the goals set by the top management. The first roles, which is the interpersonal roles is implemented much in the manager management roles. The manager interviewed mentioned that she uses very much interpersonal skills to ensure the ability to work with individuals and groups. This helps the manager to communicate with first-line and top management to process the information. The manager takes the responsibility to motivate members of the organization and ensure the organization keep on track with their goals to be attained. In the liaison role, the manager interacts with media on publicity for the organization to maintain the reputation. The leader role helps the manager to maintain relationship on developing network with the subordinates and media. This role gives the manager a unique position to collect information for her job. Secondly, the informational roles is the role the manager uses very much in managerial roles. In the monitor role, the manager receives and collects information. The information collected will processes and hand to the top management for decisions making. As an example, the manager will develop the Marketing Communication plans, promotional strategies and communication programmes to improve customers’ relationship. Yet, these plans need approval from the top management before it launch in the market. In the role of disseminator, the manager will produce monthly and quarterly newsletters and all other company’s publications into the organization. Besides, the manager plays the role of spokesperson by compile corporate information for release to press or public. Instead, the manager liaise with business partners on events or promotions pertaining to each products and services. As a corporate affairs manager, the manager plays her informational roles very well in the organization. Thirdly, as a middle level manager, the manager involves moderate little amount in decisions making. The manager accesses the information to the top management while the top level management will analyse and decide the best undertakings for the organization. Yet, as the corporate affairs manager, she has the responsible to review and approve selection of promotional media and agencies, then evaluate the cost effectiveness of the advertising programmes and campaigns to ensure maximum publicity for the organization. This shows how the manager captures the role of disturbance handler. It shows the manager will do the decisions making for her particular job unit not other than that. Overall, the manager interviewed has good social communication skills to communicate with the customers and business partners. These will ensure the organization’s reputation is well protected. The manager plays her roles well by applying Mintzberg’s management roles in her job. A manager should always apply the ten roles in Mintzberg’s management roles to handle their job. In addition, the manger mentioned that human skills stated in Katz theory is very much needed to deal with subordinates and business partners. By having the best performance of the subordinates, the manager will take action on giving some motivation rewards. Somehow, the manager thinks that rewards lead motivation in the overall performance in their group. This will ensure the overall group performance to be more efficient and effectively. Two stakeholders that impacts on the work of the manager interviewed Stakeholders are any constituencies in the organisation’s external environment that are affected by the organisation’s decisions and actions (Robbins et al, 2006). From the manager interviewed, there are many stakeholders such as employees, customers, business partners, media, and others. In this case, two important stakeholders chosen are employees and media. The manager states, employees are the important stakeholders in the organization. Employees are the subordinate that will contribute a lot in the organization. Each employee contribute one information or data, meanwhile the manager will collect and analyse the information or data. In the end of the day, it will process as an important document in the organization. To ensure the good relationship between employees, the manager will organize a party when they had done their project. This is to motivate the employees due to the organization goals are attained. Other than that, the manager will provide subordinates a cup of coffee or tea during the tea time break. Without a good relationship with the employees, the manager’s work will be futile. In the same time, the employees will willing to sacrifice and support the manager when the manager making decisions. Secondly, as a corporate affairs manager, the manager deals a lot with the media. Media plays an important role in helping the organization to achieve the goals. Meanwhile, it may create bias to the organization as well. In brief, media divided to two which are mass and electronic. In mass media, the manager deal with the editors to prevent bad press. Additionally, the manager will build good relationship with the editors in mass media to do advertising on new product releases or successful projects in the mass media. In electronic media, the manager will post all press articles on organization in the company website. This is to keep the company’s stakeholders update information. In conclusion, keeping a good relationship with stakeholders, the manager can achieve the organizational goals effectively and efficiently. The stakeholders will fully co-operate with the manager in the decisions making. They will serve or obey the order in advance. Conclusion The main objective of this essay is to understand the work of a manager in practice relates to Mintzberg’s management roles. Based on the interview of a corporate affairs manager in a multinational organization, it was found that Mintzberg’s ten management roles are being applied in the organization. In brief, Mintzberg’s management roles is categorized in three groups which are interpersonal roles, informational roles, and decisional roles. Besides Mintzberg’s management roles, in real life manager should apply other skills and theories to be more effective and efficient. References List McShane, V. G. (2003), Organizational behaviour, 2nd edn, McGraw-Hill, New York. Robbins,S. P. , Bergman,R. , Stagg,I. & Coulter, M. (2006), 4th edn, Prentice Hall, Sydney.

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Development in Moroccan Economy Essay Example for Free

Development in Moroccan Economy Essay Economic Environment Development of the Moroccan Economy The Moroccan economy is known for its macroeconomic stability. Inflation rates have always been relatively low, mainly due to the country’s restrictive currency regime. Morocco has been characterised by moderate to high growth rates. The country has benefited from its low labour cost and strategic location near the European mainland. Morocco has experienced a stronger growth than usual since the year 2000, caused by improved weather conditions, a strong export growth and various liberalizing policies. These liberalizing policies have been introduced by King Mohammed VI in 2003. He came up with a number of economic reforms resulting in a growth of the small modern manufacturing sector and the development of the tourism industry. He has put his main focus on the European Union since the Free Trade Agreement in the year 2000. 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In 2009 the service sector was the biggest sector and contributed 49,4% to the GDP, the industry sector came second with 31,3% followed by the agriculture with 19,2%. Morocco has a profitable industry sector, mainly because of its large amounts of phosphate. Tourism plays a big role in the service sector. The tourism industry has remained vibrant despite the Casablanca bombings in 2003 and 2007. Morocco’s external trade has also been increasing steadily, with only a slight decrease in 2009. However, the total external trade still grew from 25,7 billion dollars in 2002 to 77,6 billion dollars in 2009. This is a growth of 51,9 billion dollars, which is a growth percentage of approximately 202%. Even though Morocco’s economy has been doing well the past decade, the unemployment rate is still relatively high. During the period from 2002 to 2008 the unemployment rate was at least 11%. 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These investments and planned reforms will make sure the Moroccan economy will continue to grow in the future. Effects FTA US and EU Morocco’s economy has largely benefited from the free trade agreements it has made with the European Union and the United States. In 1996 Morocco signed an association agreement with the European Union. The association became effective on March 1, 2000. The free trade agreement with the EU is mainly applied on industrial products and hardly any agricultural products. The objective is to have completely free trade between Morocco and the EU by 2012. In 2010 the EU proposed a new trade deal with Morocco to include duty-free trade in agricultural, food and fisheries products. On June 15, 2004 Morocco also signed a free trade agreement with the USA, which became effective on January 1, 2006. For America this was the second Arab-US free trade agreement and the first African-US free trade agreement. During a video of the ‘Moroccan American Trade and Investment Council’ the counsellor to King Mohammed VI for financial and economic affairs says about the FTA with the US: â€Å"We want to put Morocco as a platform for business with Europe, with the US, with Asia, China, Africa, Middle East. It was part of a global vision of Morocco. † Mr. Hassan, the president of the Moroccan Business Association says during the same video â€Å"The Morocco – US free trade agreement is a great opportunity for the Moroccan economy. † Due to the free trade agreements many American and European businesses have opened establishments in Morocco. These businesses have employed thousands of Moroccans causing a decline in the unemployment rate of the country. Both free trade agreements have been a huge step in the right direction for Morocco. The country still has a lot of poverty and unemployment; much more is needed to solve the country’s issues. However, the country is one of the most stable African and Arab nations. Current Economic System Morocco has a relatively liberal market economy regulated by supply and demand. From 1993 onwards there has been a policy of privatization. The heritage foundation, a research and educational institution, has come up with an index of economic freedom. This index makes it possible to measure the economic freedom in countries around the world. The world average score on the index of 2011 is 59. 7 out of 100 points. Morocco’s overall score is 59. 6, only a tenth point under the world average. Morocco is the 93rd country on the 2011 world rank of economic freedom. The regional average of the Middle East and North Africa is 60. 6, which makes Morocco the 10th country on the list of 17 regional countries. The overall score is determined by ten economic freedoms. In figure below the ranking of all ten separate economic freedoms of Morocco compared to the world average is shown. 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