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An In Depth Analysis Of Mintzberg, Chandler And Likert. Firstly Looks At Mintzberg's '10 Managers Working Roles,' Secondly, Rensis Likert's 'system 4 Approach To Managing Conflict,' And Alfred Chandler's 'the Visible Hand.'

4206 words - 17 pages

Illustrate the work of at least three management theorists with examples drawn from the arts, music and entertainment economies

Illustrate the work of at least three management theorists with examples drawn from the arts, music and entertainment economies.

This essay shall be focusing around one entertainment company, The Richardsons Group Ltd. The Richardsons is a family run company based in the Northamptonshire area. It is an `umbrella' company and is made up of a number of different units. There is a Head Office at the centre of the company, a number of bars which house as venues for live acts, and also a Restaurant, a Nightclub and more recently a chain of Health and ...view middle of the document...

Interpersonal

-Manager as a figurehead, this is the most simple of all the roles, and is basically the manager's formality and authority. Part of this is made up by inspirational values but none actually involve anything significantly to do with the job of a manager but yet all managers are inherently figureheads, for example having a manger sign off a piece of work, when it isn't required by law or company policy but it will give the work a higher social standing within the organization.

- Manager as a leader, this is one of the most obvious roles of a manager since the staff look to managers for guidance and in certain circumstances motivation (Mintzberg, 1980)

"Leadership involves interpersonal relationships between the leader and the led. In the informal group, the leader is usually followed because of his physical or charismatic power. In formal organizations, where he is often appointed from above, the manager must frequently rely on the powers vested in his office" (Mintzberg, 1980 pp60)

Mintzberg believes that the leader role has two purposes: firstly the manager must lead the his subordinates such that individual needs can integrate with the organizational needs and bring them into common goals, and as such the organization can then become more efficient (1980). Secondly the leader role is the one in which the managerial power is mostly clearly apparent, and as such leadership means to control ones environment.

-Manager as liaison, this role is mainly concerned with the managers need to utilise horizontal relationships. The liaison role refers to exchange relationships, whereby managers build external communications with other mangers and as such help to connect his organization to its environment (1980).

Informational

-Manager as a Monitor, this role is the managers need to be ever seeking and being given information which allows him to gain a better understanding of his organization and the environment in which it is operating.

-Manager as disseminator, this refers to the manager's special access to information, which allows him to send external information into the organization and internal information from one subordinate to another. Mintzberg places this information into two distinguishable types - factual and value.

"Factual information can be tested as to its validity; on some recognized scale it is either correct or incorrect. The manager receives much factual information simply because of his authority. A good part of this is quickly forwarded to appropriate subordinates" (Mintzberg 1980 pp71)

"Value information deals with preferences. A statement of values can be neither correct nor incorrect; it merely reflects the needs of those who wish to exercise power over decision-making. A significant function of the disseminator role is to transmit value statements into the organization to guide subordinates into making decisions" (Mintzberg, 1980 pp72-73)

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