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For the Med. Mgr., a degree of monitoring is required at least to ensure that daily production goals are being met, inventory is stocked and clients are satisfied. This requires internal monitoring and occupies a reasonable fraction of the Med. Mgr.'s time. The Bank Mgr. would report that no real monitoring is required other than to ensure that the personnel over which he presides are meeting their respective responsibilities. Given that the Bank Mgr. presides over cash drawer counts at the end of the day, most responsibility failures are self-apparent. This makes monitoring a comparatively small part of the position.
Disseminator -- the Med. Mgr. And the Com. Con. Mgr. both view the function of disseminator as one of their most important roles respectively. As the key figure of contact between a head manager/owner and the staffs of the two companies in question, each of these managers views as especially important the job of providing day-to-day goals and responsibilities to a staff based on the information provided by the boss. For instance, the Med. Mgr. would indicate that the head manager would inform him of new, large-scale orders and it would be his responsibility to strategize the staff's attendance to these orders. The Bank Mgr., once again demonstrating the distinction in his role vs. those of the other two managers interviewed, denoted that dissemination is not a significant part of his day-to-day work. The only time which he would spend in this role would be instigated by special circumstances such as holiday hours, the issuance of bonus checks or any changes in practical banking procedure. As these are irregular occurrences. only a very modest amount of the Bank Mgr.'s time would be dedicated to this role.
Spokesperson-Among the three individuals interviewed, only the Med. Mgr. would report to a significant importance in his role as a spokesperson, even if only in the capacity that he was the chief individual responsible for retaining contact with clients and fielding their complaints and concerns in the primary Bucks County Facility. In this, he would report to the demands to reflect positively his company and personnel, constituting something of a spokesperson's role. Similarly, though with less emphasis on its importance or the time spend attending to this role, the Com. Con. Mgr. would report to serving as the primary contact figure to many clients. The Bank Mgr.'s role would actually find him rarely dealing directly with the public, as the teller's and account manager's primarily serve as the face of the bank. Therefore, the role of spokesperson is not particularly important for the Bank Mgr.
Entrepreneur-There are not many opportunities for the Bank Mgr. To flex his entrepreneurial muscles within the context of the larger bank bureaucracy. Many of the policies and procedures which are in place have descended from a much higher leadership structure and are determined by many interested parties. Therefore, the Bank Mgr. spends minimal time serving in the entrepreneurial function. The small structure of the company where the Med. Mgr. works denotes a limited ability to grow too fast, therefore, more of his time is spent ensuring that day-to-day operational concerns are addressed rather than offering entrepreneurial insights to the company. The Com. Con. Mgr. has a greater opportunity to spend time gaining new clients for the company and finding new and creative ways to serve their needs. A good portion of time is spent in entrepreneurial pursuits that do lead to greater profitability for the organization.
Disturbance Handler-All three of the managers interviewed would consider their role as Disturbance Handler extremely important. By point of comparison, the Bank Mgr. would spend a great deal of time functioning as a Disturbance Handler when cash drawers fall short, when personnel issues arise and when normalcy is interrupted by procedural irregularity. It is his role to help correct or steward through these disturbances. A significant amount of time would be dedicated to this role for the Med. Mgr. As well, who would often have to deal with the gaps between speed of delivery and client expectation. A frequent occurrence, this type of disturbance would typically fall under his jurisdiction. The Com. Con. Mgr. indicated that though it has occasionally been his role to serve as a conflict mediator, such instances have not occurred often.
Resource Allocator-As one presiding over a stock room and a regular inventory, it would be the Med. Mgr.'s role to some level of importance to function as the resource allocator, ensuring that production specialists had the necessary resources to conduct regular production duties and satisfy client needs. The Com. Con. Mgr. indicated that none of his time was spent functioning in this capacity. This was also true for the Bank Mgr. who is rarely in a position to preside over the distribution of resources in the branch. Negotiator -- the Bank Mgr. reported that he considered that the role of negotiator was not particularly important to his work, as he rarely would find himself in a place of influence over such proceedings. The Med. Mgr., by direct contrast, would report to the importance of his role as a negotiator, indicating that he did spend much time negotiating prices with suppliers and sales with clients. The Com. Con. Mgr. indicated that he found negotiating also to be important in dealing with larger clients with more flexible consulting demands. Here, an elasticity of possible pricing structure would allow him to spend some time negotiating beneficial rates.
Using the roles of management provided by Mintzberg, it is possible to assess the degree of effectiveness and control afforded to the three managers interviewed. Based on their respective scores in terms of the importance and time spend on each of the ten outlined roles and the analysis here presented, it is possible to evaluate the legitimacy of their managerial roles. We are able to conclude that because the Bank Mgr. reports such little importance of so many of Mintzberg's roles in the attendance of his duties that his is a relatively low-function managerial position. By contrast, the high level of importance reported in these categories for the Com. Con. Mgr. demonstrates that he has a great degree of latitude in attending to his responsibilities. The Med. Mgr. demonstrates something…[continue]
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