Successful Performance in an Organization - Coursework Example

Running Head: Successful Performance in an Organization Successful Performance in an Organization Customer’s Name: Customer’s Course: Tutor’s Name: 21st March, 2012. Introduction Managers are generally defined as members within the organization who are tasked with the responsibility of making sure that their subordinates work according to the expectations of the company. Almost all managers have prescribed power to apply and use available organizational resources and make choices which are aimed at enhancing organizational performance. Besides the extensive kinds of management functions that the managers are supposed to perform, dissimilar managers at dissimilar hierarchies in the organizational chart are tasked with various duties and these duties are mainly related to the roles they are supposed to perform in the organization they are working in. the mangers perform those roles by applying different skills this enhances the successful performance of the organization (Mintzberg, 1973). Managers in organizations perform various roles which are all aimed at meeting the demands of their functions as managers. Roles are generally defined as prearranged set of behaviors that a certain group of individuals are expected to perform. Mintzberg identified ten roles that are played by modern day managers when running their organizations. The ten roles are negotiator, figurehead, monitor, entrepreneur, disseminator, leader, disturbance handler, liaison, spokes person and resource allocator. These ten roles are later divided into three major categories that are the: interpersonal roles, informational roles and decisional roles. The mangers in most organization must undertake the three categories of roles so as to enhance successful performance of the organization. Interpersonal roles The interpersonal roles performed by the manager mainly deals with the interpersonal relationships that exist in an organization. When managers in organizations perform the interpersonal roles they also tend to perform the informational roles which in one way or another lead to the fulfillment of the decisional roles. The roles which fall under this category include roles such as the figurehead role, leader role and the liaison role. The interpersonal roles entail the directing and supervision of both the employees working in the organization as well as the organization. When the manager performs the role of been the figure head in the organization, the manager is supposed to undertake certain duties which tend to be ceremonial in nature. By attending ceremonial functions the managers fulfils there roles as figure heads in the organization. Thus manager must perform the role effectively for the organization to achieve successful performance (Mintzberg, 1973). In relation to the interpersonal roles a manger is supposed to perform his role as a leader effectively. Since managers play a vital role in determining the success or failure of the organization, they must undertake their role as leaders in the organization and within their various work groups effectively. Based on hi authority within the organization, mangers work with their subordinates and through them the organizations goals of the business are achieved, with the successful performance been among the organizational goals. Another role that managers play that enhances the successful performance of the organization is the liaison role. Managers perform their liaison role by working in collaboration with other individual within the organization and establishing complimentary relations with external constituents. This role is generally performed by the middle level managers and at times these managers must contend with other managers for imperative resources in the organization, yet they are supposed to preserve triumphant working relationships the other managers. Managers must perform this role effectively so as to enhance the successful performance of the organization (Mintzberg, 1973). Informational roles Another category of roles that is played that helps in the successful performance of the organization is informational roles. Roles under this category involve the mangers obtaining and transmitting the information gained. The information roles have been altered severely as with the improvement in technology. When performing these roles managers must ensure that individuals working under them have all the adequate information that is required for them to be able to perform their duties effectively. With clear and concise information about the jobs and duties they are supposed to perform, the employees tend to perform the required duties in the right manner hence leading to enhanced performance in the organization. Based on the nature of their responsibilities, managers are termed as communication centers in their organizations and at most times act as sources of communication for other employees in the organization. Employees in most organizations mainly rely on the managers as well as the management structure to distribute or offer access to the data and necessary information that the employees requires when performing their duties. The managers roles which fall under this category include: monitoring role, spokesperson role and the disseminator role (Mintzberg, 1973). When managers in an organization perform their roles as monitors, they over time assess both the internal and external environments in which they are operating and collect all the necessary information that may aid them in enhancing successful performance of the organization. Managers seek out information from their subordinates and liaison contacts and may receive unsolicited information from their networks of personal contacts. From this information managers identify potential opportunities and threats for their work group and organization, hence the managers put measures in place so as to exploit the opportunities and also to deal with the threats. With clear measures the managers are able to enhance organizational performance. In instances where mangers are performing their roles as disseminators, the managers share and dispense the data and information they have in their possession as information monitors. The managers disseminate vital information to the employees and based on the nature of the information, managers decide on which information they will offer to the employees and which information will be withheld. Most importantly managers make certain that their work groups have all the necessary information needed to undertake their tasks and duties effectively thus organizational performance will be achieved (Mintzberg, 1973). The last role of managers in the informational role is when the manager acts as a spokesman for the organization. The mangers should communicate with other managers and other individuals who are outside their environment. When mangers perform all the informational roles they are tasked with in their organization they will enhance the successful performance in their organization. Decisional roles Another role that managers play that is the decisional roles which play a major role in enhancing successful performance in an organization is the decisional roles. When performing their decisional roles managers in these organization managers are supposed to assess the information they get and eventually make decisions. Information which is available is an organization is worthless if it not solely used in making decisions which relates to the organization. The managerial roles that fall under this category are entrepreneurship role, disturbance handler, resource allocator and negotiator role. One of the decisional roles played by mangers and which helps in the achievement of successful organizational performance is the role of a manager been an entrepreneur. When a manager is acting as an entrepreneur in the organization he kicks off schemes that take advantage of the opportunities that have been recognized. Aspects which are considered under this role include the creation of new products, service as well as processes. With development of new products as well as processes the company will be able to enhance successful organizational performance. Another decisional role that managers play is that of a disturbance handler. In spite of how well an organization is run operations within the organization do not run smoothly at all times. When mangers are performing their roles as disturbance handler they must try at all means to solve the conflicts and other related problems that may arise within the organization. The managers must deal with aspects related to an irate customer and also with a supplier who is not cooperative. When the manger performs this role effectively he may end up with the right suppliers and a higher level of customers which will in one way lead to the successful performance of the organization (Mintzberg, 1973). When the manger is performing his role as a resource allocator, he has the task of determining which are more worthwhile in receiving the organizational resources. In most cases the manager’s chooses projects that may lead to the successful performance of the organization. The last role that is played by the managers in organizations when performing their decisional roles is the negotiator role. An organization success is at times determined by the negotiating power of the manger. A great number of individual are inclined to the view that all managers spend a considerable amount of time negotiating on behalf of the company. Managers negotiate with the company customers, employees as well as the suppliers of the company. The managers in all organizations are tasked with the duties of making and undertaking all negotiations that are to be made in the organizations and making certain that all the organizations are been achieved. Conclusion Besides the extensive kinds of management functions that the managers are supposed to perform, dissimilar managers at dissimilar hierarchies in the organizational chart are tasked with various duties and these duties are mainly related to the roles they are supposed to perform in the organization they are working in. When managers perform their roles effectively they enhance the successful performance of the organization. References Mintzberg, H. (1973). The nature of managerial work. New York: Harper & Row. Read More