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Unit 1: Foundations of Organisational Behaviour

redesigning jobs or firing employees, etc. A manager who decides actual performance has to Notes
make another decision: Should immediate or basic corrective action be taken? Immediate
corrective action corrects problems at once to get performance back on track. Basic corrective
action looks at how and why performance has deviated and then proceeds to correct the source
of the deviation. It is not unusual for managers to rationalize that they do not have the time to
take basic corrective action and, therefore, musts be content to perpetually 'put out fires' with
immediate corrective action. Effective managers analyze deviations and, when the benefits
justify it, take the time to pinpoint and correct the causes of variance.

1.2.2 Management Roles

Mintzberg proposed ten managerial roles a typical manager has to perform in discharging his
day-to-day activities. Mintzberg's ten managerial roles can be grouped as those concerned with
interpersonal relationships, those concerned with transfer of information, and those concerned
with decision-making.

Interpersonal Roles

This refers to those types' of managerial roles that involve people and other duties that are
ceremonial and symbolic in nature. There are three types of interpersonal roles:
1. Figure head Role: Manager performs a role as symbolic head and accordingly he is obliged
to perform a number of routine duties of a legal or social nature. The typical activities
include greeting visitors, signing legal documents etc.
2. Leader Role: As a leader of the department, manager gives direction to his employees and
other subordinates to fulfill the assigned goals and objectives. He is responsible for the
motivation and activation of subordinates. Also he response for staffing, training and
associated activities. Some of the typical activities include goals setting, providing guidance,
review the progress of work etc.
3. Liaison Role: The manager is required to maintain contact with external sources that
provide valuable information. These sources are individual or groups outside the
managers unit and may be inside or outside the organization. For this he as to maintain
self-developed network of outside contacts and informers who provide favors and
information, for example, acknowledging mail, doing external board work etc.

Informational Roles

This refers to those types of managerial roles that involve receiving, collecting and disseminating
information. There are three types of informational roles:
1. Monitor: Typically, manager is spanning the boundaries of the organization and trying to
get information from outside though various sources such as reading magazines, taking
with other to learn current developments, movements of competitors planning, program,
etc. Manager seeks and receives variety of special information (much of it current) to
develop thorough understanding of organization and environment. He emerges as nerve
centre of internal and external information about the organization.

2. Disseminator: Manager acts as conduits of information to organizational members. He is
expected to transmit information received from outside or from subordinates to member
of the organization. Some information is factual and some may involve interpretation
and integrating of diverse value positions of organizational influencers. Some of the
typical activities of this role include holding informational meetings, making phone calls
to relay information etc.

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