MANEGERIAL ROLE

AND
RESPONSEBILITY
 MANEGERIAL ROLES
•It is defined as the pattern of behaviour
which is defined for different positions.
•It refers to the expected behaviour of
the occupant of a position.
TYPES OF MANAGERIAL ROLES

• INTERPERSONAL ROLES
• INFORMATIONAL ROLES
• DECISIONAL ROLES
 INTERPERSONAL ROLES
ROLE DESCRIPTION TYPICAL ACTIVITIES
Figurehead Symbolic head, performs Ceremony, status request .
routine duty of a legal or
social nature.

Leader Responsible for Almost all managerial

motivation of activities involving
subordinates and for subordinates .
staffing and training.

Liaison Maintains network of Handling mail, external

outside contact to obtain board work, telephone calls.
favours and information.
 INFORMATIONAL ROLES
ROLE DESCRIPTION TYPICAL ACTIVITIES
Monitor Seeks and receives Reading periodicals,
information to obtain observational tours.
through understanding
of organization and
environment.

Disseminator Transmits information Forwarding mail, review

receivers from sessions with subordinates.
outsiders or insiders to
other organization
members.

Spokesman Transmits information Board meetings, handling

to outsiders on mail.
organization plans.
 DECISIONAL ROLES
Role Description Typical activities
Entrepreneur Initiates and Strategy and review
supervises design sessions regarding
of organizational change efforts.
improvement
projects as
opportunities rise.
Disturbance Responsible for Strategy and
handler corrective action areview sessions
when organization regarding
faces unexpected disturbances.
crises.
 DECISIONAL ROLES
ROLE DESCRIPTION TYPICAL ACTIVITIES

Resource Responsible for Scheduling

Allocator allocation of ,requests for
human, monetary, authorization,
and material budgeting.
resources.
Negotiator Responsible for Collective
representing the bargaining
organization in Purchasing.
bargaining
and negotiations.
MANAGERIAL RESPONSIBLITIES

1. OBSERVATION
2.MONITOR EMPLOYEE PERFORMANCE
3.IMPLEMENTATION OF PROFESSIONAL
PROGRAMS
4. DEMONSTRATES WORKING AND
EXPERTIES
5. GOOD DECISION MAKING
 Observation
• This is an important aspect that often gets
neglected due the demands on a leader’s
time and schedule.
• Observing employees at work, the
procedures, interaction and work flow is
foundational to implementing adjustments
to improve results.
Monitor Employee Performance
• Employee performance needs to be
monitored in mutually accepted ways.
• Policies and procedures need to be clear.
• Conferencing should be on a regular
basis and not just when there is a
problem.
• There should be frequent encouragement
and clear criteria for on going goals both
for the group and individual.
 Implementation of Professional
Development Programs
• A good leader evaluates weaknesses and
provides training and development
strategies to strengthen the weaker skills
in the team
Demonstrates Working Knowledge
and Expertise
• Good leadership comes from a place of
strong knowledge and experience of the
production and process leading to results.
• If a leader does not possess all the
expertise and knowledge personally, then
regular consultations with experts involved
in the departments should be held.
• This is important in order to maintain an
accurate and informed overall picture.
 Good Decision Making
• Good leadership is characterized by the
ability to make good decisions.
• A leader considers all the different factors
before making a decision.
• Clear firm decisions, combined with the
willingness and flexibility to adapt and
adjust decisions when necessary, create
confidence in the leadership .
THANK YOU.
. Prepared by:-
Deepak Shukla
PGDM-1st sem.
SEC-”A”