1. Planning is a process of determining an organization’s desired future position and the best means of getting there. Organizing is a process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units. This process produces the basic structure, or framework, of the organization. Leading is a process of getting the organization’s members to work together toward the organization’s goals. Controlling is a process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals.

2. The interpersonal roles are primarily social in nature; that is, they are roles in which the manager’s main task is to relate to other people in certain ways. The manager sometimes may serve as a figurehead for the organization. Taking visitors to dinner and attending ribbon-cutting ceremonies are part of the figurehead role. In the role of leader, the manager works to hire, train, and motivate employees. Finally, the liaison role consists of relating to others outside the group or organization. The three informational roles involve some aspect of information processing. The monitor actively seeks information that might be of value to the organization in general or to specific managers. The manager who transmits this information to others is carrying out the role of disseminator. The spokesperson speaks for the organization to outsiders. Finally, there are also four decision-making roles. The entrepreneur voluntarily initiates change—such as innovations or new strategies— within the organization. The disturbance handler helps settle disputes between various parties, such as other managers and their subordinates. The resource allocator decides who will get what—how resources in the organization will be distributed among various individuals and groups. The negotiator represents the