Managers are generally the head of a department or functional area within an organization, for example marketing, operation management or human resource management. They have specific responsibilities depending on the needs and wants of the organization. The job description of a manager varies from organization to organization. However, the role of managers within the functional areas of a business involves planning, organizing, leading and controlling. According to French and Henning (1966) showed that the traditional definition of one functional role, of a personnel manager, is misleading. Their study of the personnel manager in twenty five firms revealed that: he does not have the same degree of authority in each area of his responsibility and his authority varies from one type of decision to another even with a single area of responsibility (Henning and Mosely, p. 482. para. 2.). The type of a manager holds has some influence on the perceived importance of the managerial roles. According to the functions approach, a manager performs certain activities or functions as they effectively and efficiently coordinates the work of others. The job of a manager may include several different specialties and require behaviors that are neither dramatically different nor exactly the same as any particular functional specialist (Pavett and Lau, 1983, p. 175). The role of a manager is specific action or behavior expected of and exhibited by him. The manager’s role involves such functions as interpersonal roles which involve people (employees and outside stakeholders) and other duties that are ceremonial and symbolic in nature such as being a figurehead, liaison and a leader. It is also an informational role that involves collecting, receiving and disseminating information. Finally it is a decisional role as well that entails making decisions and choices for an organization.