Managerial Roles

October 1 2024

Why Values Are a Manager’s Most Powerful Tool

LU Notes Admin BBA, MBA, Uncategorized BBA, Business Ethics, Core Values, Corporate Culture, Ethical Leadership, Leadership Ethics, lu notes, lunotes, lunotes.in, Management Skills, Managerial Roles, Managerial Values, MBA, Mintzberg's Managerial Roles, What Managers Do 1

What separates a good manager from a truly great one? Is it their ability to organize a project, their technical expertise, or their skill in delegating tasks? While those are all crucial, they are just the surface. The real foundation of exceptional leadership lies in something less visible but far more powerful: a manager’s core values.

Values are the guiding principles—the “why” behind every decision, action, and communication. They are the invisible handshake that builds trust and the internal compass that keeps a team on course, especially through difficult times. In management, values aren’t just a nice-to-have; they are the operating system for success.

Stated vs. Lived Values: The Authenticity Test

Every company has a mission statement or a plaque on the wall listing its values—”Innovation,” “Teamwork,” “Integrity.” But these are just words. The real test is how those values are lived out, day-to-day, by the organization’s leaders.

A manager’s actions send a much louder message than any poster. When your actions consistently align with your stated values, you build a culture of trust and predictability. When they don’t, you create confusion and cynicism.

The Core Values That Define Great Managers

While countless values can contribute to good leadership, a few stand out as non-negotiable for building a healthy, high-performing team.

🤝 Integrity

What it is: The bedrock of leadership. It’s a commitment to honesty and moral principles, ensuring consistency between what you say and what you do.
In Action: A manager with integrity admits when they are wrong, gives credit where it is due, communicates transparently (even with bad news), and never asks an employee to do something they wouldn’t do themselves.

🧠 Empathy

What it is: The ability to understand and connect with the feelings and perspectives of your team members. It’s about recognizing them as whole people, not just workers.
In Action: An empathetic manager actively listens, shows genuine concern for an employee’s well-being, offers flexibility when needed, and considers the human impact of business decisions.

✅ Accountability

What it is: Taking ownership of outcomes—both good and bad. It’s about fostering a culture where responsibility is embraced, not avoided.
In Action: An accountable manager takes responsibility for the team’s failures instead of blaming individuals. They set clear expectations and empower their team by trusting them to own their tasks.

🌱 Growth

What it is: A belief in the potential of your team members and a commitment to helping them develop.
In Action: This manager provides constructive feedback, seeks out development opportunities for their staff, celebrates learning from mistakes, and actively mentors their team to help them reach their career goals.

Why Values Are a Strategic Asset

Investing in value-driven management isn’t just about feeling good; it delivers tangible results that impact the bottom line.

It Shapes Culture: A manager’s values are contagious. A leader who values respect and clarity will cultivate a respectful and clear-thinking team. This positive culture is a powerful tool for attracting and retaining top talent.
It Simplifies Decision-Making: When faced with a difficult choice, a strong set of values provides a clear framework. A manager who values integrity will find it easier to make the ethical choice, even if it’s the harder one.
It Builds Unshakeable Trust: Employees don’t give their loyalty to a title; they give it to a person they trust and respect. Consistent, value-based leadership is the fastest way to build that trust and foster genuine loyalty.
It Boosts Motivation: When employees feel their manager is fair, empathetic, and invested in their growth, their intrinsic motivation soars. They become more engaged, more productive, and more willing to go the extra mile.

Your Leadership Legacy

Ultimately, your skills will get you the title of “manager,” but your values will define your legacy as a leader. They determine the kind of team you build, the trust you earn, and the impact you have.

So, take a moment to reflect: What are the core values that guide you? Are they visible in your daily actions? The answer will define not only your success but the success of everyone you lead.

October 1 2024

What Does a Manager Actually Do?

LU Notes Admin BBA, MBA, Uncategorized BBA, BBA Notes, Business Management, Decisional Roles, Informational Roles, Interpersonal Roles, Leadership, lu notes, lunotes, Management Skills, Managerial Roles, MBA, Mintzberg's Managerial Roles, Roles of a Manager, What Managers Do 0

What Managers Do

Managers are central to the success of any organization, as they are responsible for overseeing and coordinating various activities to achieve specific goals. Their roles are multifaceted and encompass a wide range of functions and responsibilities. Henry Mintzberg, a prominent management scholar, identified that understanding what managers actually do involves looking beyond traditional functional approaches to managerial tasks. He categorized managerial behaviors into three primary areas: interpersonal, informational, and decisional roles. This comprehensive framework provides insight into the diverse and dynamic nature of managerial work.

1. Interpersonal Roles

Interpersonal roles focus on the interactions managers have with others within and outside their organizations. These roles are essential for building relationships, fostering teamwork, and ensuring effective communication.

Figurehead: In the figurehead role, managers serve as a symbolic representative of their organization. This involves performing various ceremonial duties, such as signing official documents, hosting visitors, and attending events. For example, a manager may represent the organization at a community function or a conference. While these tasks may seem trivial, they reinforce the manager’s authority and the organization’s presence in the community.
Leader: As leaders, managers play a crucial role in motivating and guiding their teams. This involves hiring, training, and developing employees, as well as setting performance expectations and providing feedback. An effective leader fosters a positive work environment by recognizing individual contributions and addressing any conflicts within the team. For instance, a manager might implement team-building activities to enhance collaboration among team members and align their individual aspirations with the organization’s goals.
Liaison: The liaison role requires managers to connect with individuals outside their direct reporting lines. This involves building relationships with external stakeholders such as suppliers, clients, and industry peers. By cultivating a network of contacts, managers can gather valuable information and resources that can benefit their organization. For example, a manager may attend industry conferences to establish relationships with potential partners or to stay informed about market trends.

2. Informational Roles

Informational roles emphasize the importance of information in decision-making processes within organizations. Managers act as the primary source of information, both receiving and disseminating it to ensure the smooth functioning of their teams.

Monitor: In the monitor role, managers actively seek out information about internal operations and external factors that could impact the organization. This involves scanning the environment for data, trends, and changes that could affect decision-making. For example, a manager might analyze sales reports, conduct market research, or hold regular meetings with team members to gather insights on performance and challenges.
Disseminator: Managers play a vital role in distributing information to their subordinates. As disseminators, they share important updates, changes in policy, or strategic directions that need to be communicated throughout the organization. This ensures that all team members are aligned and informed. For instance, a manager might hold a team meeting to discuss recent developments in the industry and how they relate to the team’s objectives, ensuring that everyone understands the implications for their work.
Spokesperson: In the spokesperson role, managers represent their organizations to external stakeholders. They communicate information regarding the organization’s performance, policies, and initiatives to various audiences, including customers, investors, and the media. This role is critical for managing the organization’s reputation and ensuring transparency. For example, a manager might give interviews or press releases to inform the public about a new product launch or the company’s social responsibility efforts.

3. Decisional Roles

Decisional roles involve the various choices managers must make to guide their organizations effectively. These roles are crucial for problem-solving and resource management.

Entrepreneur: Managers in the entrepreneur role are proactive in seeking opportunities for innovation and improvement within their organizations. They initiate changes, develop new products, or enhance existing processes to adapt to changing market conditions. For instance, a manager might lead a project to implement a new technology that increases efficiency and reduces costs.
Disturbance Handler: In this role, managers address unexpected challenges and crises that arise within the organization. Whether it’s dealing with a sudden drop in sales, a supply chain disruption, or employee conflicts, managers must act swiftly to find solutions and mitigate negative impacts. For example, if a major supplier fails to deliver on time, a manager may need to negotiate with alternative suppliers to ensure production continues without significant delays.
Resource Allocator: As resource allocators, managers are responsible for determining how resources such as budget, personnel, and equipment are distributed within the organization. They must prioritize tasks and projects, ensuring that resources are allocated effectively to achieve organizational goals. For instance, a manager might need to decide which projects receive funding based on their potential return on investment and alignment with strategic objectives.
Negotiator: The negotiator role involves managers engaging in discussions and agreements with various stakeholders. This could include negotiating contracts with suppliers, resolving disputes with employees, or collaborating with other organizations. Effective negotiation skills are essential for achieving favorable outcomes and maintaining positive relationships. For example, a manager may negotiate a contract with a vendor that provides essential services to the organization, ensuring that both parties benefit from the agreement.

Integrating Roles and Functions

It is important to note that neither the functional approach nor the role approach provides a complete insight into the complexities of a manager’s daily routine. Managers should integrate the role-oriented approach with the traditional process approach to effectively execute their responsibilities. As Jon Pierce noted, it is through the interpersonal, informational, and decisional roles that managers carry out planning, organizing, directing, and controlling functions.

For example, while a manager may spend time developing a strategic plan (planning function), they must also communicate that plan to their team (informational role), motivate their employees to achieve it (interpersonal role), and allocate resources accordingly (decisional role).

Conclusion

In conclusion, the roles that managers play in organizations are diverse and dynamic. Understanding what managers do requires a comprehensive view that encompasses interpersonal interactions, information processing, and decision-making responsibilities. By effectively navigating these roles, managers ensure their teams operate efficiently and adapt to the ever-changing business landscape. Their ability to balance these roles is crucial for organizational success, as it directly impacts employee performance, resource utilization, and overall achievement of strategic objectives.