Resource allocation and disturbance handling are both considered decisional roles

Q: What are decisional roles?

Decisional roles: This category describes a managers responsibility to use the information they gain to form business and strategic decisions. The managerial roles included in this category are entrepreneur, disturbance-handler, resource-allocator and negotiator.

Q: Is disturbance handler one of Mintzbergs interpersonal roles?

Disturbance handler is one of Mintzbergs interpersonal roles. FALSE - Explanation: Though disturbance handler sounds like an interpersonal role, it falls under Mintzbergs category of decisional roles.

Chapter 1 Introduction to Management and Organizations

TRUE/FALSE QUESTIONS

Inhaltsverzeichnis Show

4.3.3 Decisional roles
Activity 1 The Mintzberg roles
The Mintzberg roles
Mintzberg roles I don’t carry out:
Changes I could make:
The timescale of the potential changes:
Who I should consult:
What are the 3 decisional roles?
What are decisional roles?
Which of the following is an example of a decisional role of a manager?
Is disturbance handler one of Mintzberg's interpersonal roles?

A MANAGER’S DILEMMA
1. According to the discussion in a “A Manager’s Dilemma,” Tom Gegax believes that believes that helping
employees balance personal and work lives will lead to increased performance.
(True; moderate; p. 3)

2. As CEO, Tom Gegax’s managerial philosophies are likely to significantly impact whether his company
achieves its goals.
(True; moderate; p. 10)
WHO ARE MANAGERS?

3. In order to be considered a manager, an individual must coordinate the work of others.
(True; moderate; p. 5)

4. Supervisors and foremen may both be considered first-line managers.
(True; moderate; p. 6)

WHAT IS MANAGEMENT?

5. The four contemporary functions of management are planning, organizing, leading, and controlling.(True; easy; p. 9)

6. Effectiveness refers to the relationship between inputs and outputs.
(False; moderate; p. 7)

7. Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals.
(False; difficult; p. 8)

8. According to the textbook, the goal of efficiency is to minimize resource costs.
(True; moderate; p. 7)

9. Efficiency is often referred to as “doing things right.”
(True; moderate; p. 7)

What do Manager do?

10. When managers meet organizational goals, they are efficient and effective.
(False; difficult; p. 8)

11. Determining who reports to whom is part of the controlling function of management.
(False; easy; p. 9)

12. Directing and motivating are part of the controlling function.
(False; moderate; p. 9)

13. Fayol’s management functions and Mintzberg’s management roles are basically the same.
(False; moderate; p. 10)

14. The roles of figurehead, leader, and liaison are all interpersonal roles.
(True; difficult; p. 10)

15. Disturbance handler is one of Mintzberg’s interpersonal roles.
(False; difficult; p. 10)

16. According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.
(True; moderate; p. 10)

17. Mintzberg’s resource allocation role is similar to Fayol’s planning function.
(True; difficult; p. 11)

18. Resource allocation and disturbance handling are both considered decisional roles.
(True; moderate; p. 11)

19. A finance manager who reads the Wall Street Journal on a regular basis would be performing the
figurehead role.
(False; moderate; p. 11)

20. Katz found that managers needed three essential skills: technical, human, and informational.
(False; difficult; p. 12)

21. Technical skills become less important as a manager moves into higher levels of management.
(True; moderate; p. 12))

22. Conceptual skills become less important as a manager moves into top management.
(False; easy; p. 12)

23. Interpersonal skills are described by terms such as abstract situations and visualization.
(False; moderate; p. 12)

24. Coaching and budgeting are skills closely related to the management function of leading.
(False; difficult; p. 13)

25. Budgeting is a skill that is related to both planning and controlling.
(True; moderate; p. 13)

26. In today’s world, organizational managers at all levels and in all areas need to encourage their employees to be on the look-out for new ideas and new approaches.
(True; moderate; p. 16)

27. Only first-line managers and employees need to be concerned with being customer-responsive.(False; moderate; p. 15)

28. Innovation is only important in high-tech firms.
(False; moderate; p. 16)

WHAT IS AN ORGANIZATION?

29. A distinct purpose is important in defining an organization.
(True; easy; p. 16)

30. A nontaxable organization, such as the United Way, cannot be considered an organization.
(False; moderate; p.16)

4.3.3 Decisional roles

Mintzberg argues that making decisions is the most crucial part of any managerial activity. He identifies four roles which are based on different types of decisions; namely, entrepreneur, disturbance handler, resource allocator and negotiator.

As entrepreneurs, managers make decisions about changing what is happening in an organisation. They may have to initiate change and take an active part in deciding exactly what is done – they are proactive. This is very different from their role as disturbance handlers, which requires them to make decisions arising from events that are beyond their control and which are unpredictable. The ability to react to events as well as to plan activities is an important aspect of management. The resource allocation role of a manager is central to much organisational analysis. A manager has to make decisions about the allocation of money, equipment, people, time and other resources. In so doing a manager is actually scheduling time, programming work and authorising actions. The negotiation role is important as a manager has to negotiate with others and in the process be able to make decisions about the commitment of organisational resources.

Mintzberg found that managers don’t perform equally – or with equal frequency – all the roles he described. There may be a dominant role that will vary from job to job, and from time to time.

It is important to note that many non-managers in organisations seem to have these sorts of interpersonal, informational and decisional roles. For example, a hotel receptionist is fulfilling an interpersonal role when she meets the hotel guests’ needs by communicating with the room attendants and restaurant staff. A car park attendant who monitors how full the car park is and, when necessary, displays the sign ‘car park full’ is disseminating information. When the same attendant sends the larger cars to the areas of the car park where there is more space, he is acting as a resource allocator. But in each case routine situations are being handled in routine ways. In contrast, the situations managers deal with differ in the degree of routine, the size and scope and complexity of the activities in which they are involved, and the responsibilities associated with these activities.

Activity 1 The Mintzberg roles

Timing: Allow 20 minutes for this activity.

In this activity you will identify the Mintzberg roles you have performed in the last week.

First, consider Mintzberg’s 10 roles (figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator). Look back over the previous few pages if you need reminding of the three categories, or any details. Then, think about the main managerial tasks you carried out last week.

Identify THREE different tasks that occupied you most and match them to three of Mintzberg’s 10 roles. Record the activities below in the appropriate dialogue boxes. The boxes will help you to structure your response to the activity. Next, think about any of Mintzberg’s roles that you don’t perform.

Finally, note what changes you would like to make in your roles to increase your contribution to the success of your organisation, or your part of the organisation. When considering changes it is always good practice to identify who might be affected by the changes, a timescale and whether consultation with other people is needed. Record your responses below.

The purpose of this activity is to help you to be more aware of the management roles you perform in your job and to consider changes or improvements.