Henry Mitzberg identified a system for defining what managers do based on the roles they use at work. In an organization, a manager often plays a number of different roles based on the situation. These roles are grouped as interpersonal, informational, and decisional (Robbins, Decenzo, & Coulter, 2011). Exploring the skills a manager needs is another approach that can explain what mangers do. Robert. L Katz and others proposed that managers must use and possess conceptual, interpersonal, technical, and political skills to manage effectively (Robbins et al., 2011). Both managerial roles and critical management skills will be considered while evaluating my current supervisor.
. Interpersonal roles are roles in which the manager’s task is to relate to other people. As a figurehead, my supervisor sets a good example at work and is a good role model. In the role of leader, my supervisor mostly works to motivate and train. I think he excels at motivating by setting a good example and following up weekly with each employee on any issues. He also holds weekly meetings to ensure any general training is distributed properly. The last interpersonal role is that of the liaison. It is difficult to evaluate my manager in this role. He does a fine job maintaining communication with his employees regarding higher level decisions. I would assume that he has good networking skills and communicates well with higher level managers and those outside the organization. Informational roles involve information processing. My supervisor is proficient in the informational role of monitor. He seeks and gathers information and is able to process it quickly and keep up to date with his employees’ different projects. My supervisor is also excellent at sharing information that employees need to know in a timely manner. His communication skills help him in carryout the role