6 242 informational roles informational roles are the

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2.4.2 Informational Roles Informational roles are the most important part of a manager’s job. Minzberg believed, is information handling, because accurate information is vital for making intelligent decisions. In their three informational roles as monitor, disseminator, and spokesperson managers receive and communicate information with other people inside and outside the organization. First, monitor role that managers should constantly alert for useful information whether gathered from newspaper stories about the competition or gathered from snippets of conversation with subordinates they meet in the hallway. Next, disseminator role shows that the managers need to constantly disseminate important information to employees as via e-mail and meetings. Third, managers are expected to be diplomat, to put the best face on the activities of their work unit or organization to people outside it. This is the informational role of spokesperson (Management a Practical Introduction, 7th Edition, Angelo Kinicki / Brian K.Williams, Mc Graw Hill Education). 2.4.3 Decisional Role In manager’s decisional roles, managers use information to make decisions to solve problems or take advantage of opportunities. The four decision making roles are entrepreneur, disturbance handler, resource allocator, and negotiator. First, the entrepreneur role shows a good manager is expected to be an entrepreneur, to initiate and encourage change and innovation. Next, disturbance handler role means that unforeseen problems such as from product defects to international currency crises where require manager to be disturbance handler, fixing problems. Third, resource allocator role stands for how manager use the limited resources such as time, money and so on which needed them to be a resource allocator by setting priorities about use of 7
resources. Last but not least, the negotiator role of a manager. To be manager is to be a continual negotiator, working with others internal or external of the organization to accomplish their goals (Management a Practical Introduction, 7th Edition, Angelo Kinicki / Brian K.Williams, Mc Graw Hill Education). 2.4.4 Point of view Based on our point of view, we all know that Steinhafel is known for visiting locations and talking with the staff on site, which shows some interpersonal strength. Next, when the data breach occurred, and at the behest of his marketing executives, he recorded a video speaking to the public. This is both interpersonal and informational, as he is providing information to stakeholders. Other than that, informational also includes his desire to provide the number of affected people, even if it is the highest end of the numbers. On the other hand, decisional came into play when he had to make one difficult decision after another, such as releasing affected user numbers and also providing free credit monitoring to all customers. Whether the decisions were right or wrong, he executed by actually making the decision. However, the behavior showed by Mr. Steinhafel should be assumed as a professional action. It is because, for example he has no

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