Wall-e and 9 movie
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Watch at least two of the following movies:
• Make a comprehensive reaction paper for the two movies in no less than
300 words each.
• Make a comparative ...
13 years ago
Tuesday, June 23, 2009
Mintzberg (1973) groups managerial activities and roles as involving:
1. interpersonal roles - arising from formal authority and status and supporting the information and decision activities. Its associated roles are figurehead, liaison, and leader.
2. information processing roles – has associated roles which are monitor, disseminator, and spokesman.
3. decision roles - making significant decisions. Its associative roles are improver/changer, disturbance handler, resource allocator, and negotiator.
Managerial activities:
1. Figurehead. Social, inspirational, legal and ceremonial duties must be carried out. The manager is a symbol and must be on-hand for people/agencies that will only deal with him/her because of status and authority.
2. The leader role. This is at the heart of the manager-subordinate relationship and managerial power and pervasive where subordinates are involved even where perhaps the relationship is not directly interpersonal. The manager
* defines the structures and environments within which sub-ordinates work and are motivated.
* oversees and questions activities to keep them alert.
* selects, encourages, promotes and disciplines.
* tries to balance subordinate and organizational needs for efficient operations.
3. Liaison. This is the manager as an information and communication centre. It is vital to build up favors. Networking skills to shape maintain internal and external contacts for information exchange are essential. These contacts give access to "databases"- facts, requirements, probabilities.
4. As 'monitor'. The manager seeks/receives information from many sources to evaluate the organization’s performance, well-being and situation. Monitoring of internal operations, external events, ideas, trends, analysis and pressures is vital. Information to detect changes, problems & opportunities and to construct decision-making scenarios can be current/historic, tangible (hard) or soft, documented or non-documented. This role is about building and using an intelligence system. The manager must install and maintain this information system; by building contacts & training staff to deliver "information".
5. As disseminator. The manager brings external views into his/her organization and facilitates internal information flows between subordinates (factual or value-based). The preferences of significant people are received and assimilated. The manager interprets/disseminates information to subordinates e.g. policies, rules, regulations. Values are also disseminated via conversations laced with imperatives and signs/icons about what is regarded as important or what 'we believe in'. There is a dilemma of delegation. Only the manager has the data for many decisions and often in the wrong form (verbal/memory vs. paper).
6. As spokesman (P.R. capacity). The manager informs and lobbies others (external to his/her own organizational group). Key influencers and stakeholders are kept informed of performances, plans & policies. For outsiders, the manager is an expert in the field in which his/her organization operates.
7. As initiator/changer. He/she designs and initiates much of the controlled change in the organization. Gaps are identified, improvement programs defined. The manager initiates a series of related decisions/activities to achieve actual improvement. Improvement projects may be involved at various levels. The manager can
1. delegate all design responsibility selecting and even replace subordinates.
2. empower subordinates with responsibility for the design of the improvement program but e.g. define the parameters/limits and veto or give the go-ahead on options.
3. supervise design directly.
Senior managers may have many projects at various development stages (emergent/dormant/nearly-ready) working on each periodically interspersed by waiting periods for information feedback or progress etc. Projects roll-on and roll-off.
8. The disturbance handler. Is a generalist role i.e. taking charge when the organization hits an iceberg unexpectedly and where there is no clear programmed response. Disturbances may arise from staff, resources, threats or because others make mistakes or innovation has unexpected consequences. The role involves stepping in to calm matters, evaluate, re-allocate, support - removing the thorn - buying time.
9. As resource allocator. The manager oversees allocation of all resources (£, staff, reputation). This involves:
1. scheduling own time
2. programming work
3. authorizing actions
With an eye to the diary (scheduling) the manager implicitly sets organizational priorities. The managerial task is to ensure the basic work system is in place and to program staff overloads - what to do, by whom, what processing structures will be used. Authorizing major decisions before implementation is a control over resource allocation. This enables coordinative interventions e.g. authorization within a policy or budgeting process in comparison to ad-hoc interventions. To help evaluation processes, managers develop models and plans in their heads (they construe the relationships and signifiers in the situation).
10. The negotiator. Takes charge over important negotiating activities with other organizations. The spokesman, figurehead and resource allocator roles demand this.
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