MGMT623 Leadership & Team Management Assignment 1 Solution Spring 2013

Scenario:
Dr. Ehsan is Vice Chancellor of a University. He sets an example for others, as he is always on time in office and many look at him as a role model due to his personality and character. He takes a deep interest in meeting and greeting the visitors such as parents, media representatives and other distinguished guests. He is sociable and likes to represent the university in social gatherings.
He regularly seeks reports on the performances from different departments and analyzes them. Also he pays surprise visits to make sure that everything is working accordingly. He ensures the provision of quality education by taking personal interest in looking at the matters. Due to his strict quality compliance policies, the university achieved top ranking. Recently, a conflict aroused between the administration and academic departments. Dr. Ehsan called both the parties to sit together and resolve the conflict, but he failed to handle the situation and as a result, administrative staff went on strike. This caused reasonable damage to the good repute of the university and problems in administrative matters. Looking at the above case, answer the questions below:
Question No.1:
Identify the interpersonal and informational roles Dr. Ehsan is playing and justify them by linking with the scenario. (10 Marks)
Question No.2:
What do you think, which of the managerial roles Dr. Ehsan failed to perform? (10Marks)

Solution Idea:

This chart summarizes a manager’s ten roles:

 


Mintzberg’s Managerial Roles


Category

Role

Activity

Examples

Informational

Monitor

Seek and acquire work-related information

Scan/read trade press,  periodicals, reports; attend seminars and
training; maintain personal contacts

Disseminator

Communicate/ disseminate information to others within the organization

Send memos and reports; inform staffers and subordinates of decisions

Spokesperson

Communicate/transmit information to outsiders

Pass on memos, reports and informational materials; participate in
conferences/meetings and report progress

Interpersonal

Figurehead

Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies,
host receptions, etc.

Leader

Direct and motivate subordinates, select and train employees

Includes almost all interactions with subordinates

Liaison

Establish and maintain contacts within and outside the organization

Business correspondence, participation in meetings with representatives
of other divisions or organizations. 

Decisional

Entrepreneur

Identify new ideas and initiate improvement projects

Implement innovations; Plan for the future

Disturbance Handler

Deals with disputes or problems and takes corrective action

Settle conflicts between subordinates; Choose strategic alternatives;
Overcome crisis situations

Resource Allocator

Decide where to apply resources

Draft and approve of plans, schedules, budgets; Set priorities

Negotiator

Defends business interests

Participates in and directs negotiations within team, department, and organization

 

In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: “The manager who only communicates or only conceives never gets anything done, while the manager who only ‘does’ ends up doing it all alone.”

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