1.2 Role of Strategist

7/31/2019 1.2 Role of Strategist

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Interpersonal (Figurehead role, Leaderrole, and Liaison role)

Informational role (Monitor role,Disseminator and Spokesperson Role)

Decisional role (Entrepreneurial role,Disturbance handler role, Resource allocatorand negotiator role


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Henry Mintzberg identified ten roles of

top/middle executives in anorganisation. He further divided theminto three major categories .


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V.Nilakanth and S.Ramnarayan classified middle

managerial functions as

Maintenance (ensuring a non-disruptivework flow)

Innovation (involving, strategic and developmental aspects).


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They stated that middle managers

spend a large part in their day-to-daywork in maintenance activities andlittle time in innovative activity.


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There is an interesting paradox in organisational life.

Senior management expects middle managers to move awayfrom performing just the maintenance function. On the other hand, middle managers feel that senior

managers do not provide requisite support for creativity andinnovation


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Three more roles are significant for

middle management work.1. Getting things done,2. Coping with uncertainty, and

3. Coordinating with various otherdepartments


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NEW ROLES FOR MIDDLE

MANAGERS


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They have to give up their segmentalistic,

functional and isolationistic roles anddevelop an integrated approach to theirfunctioning.


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A second shift in middlemanagers role is frombureaucratic orientation tointrapreneurship


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An Intrapreneur middle manager is diametrically asymmetrical tothe bureaucratic one.

He is an entrepreneur and acts from that reference point. He is More concerned about results rather than

rules and procedures. He has missionary zeal for his own section or department and role His section or department can play in

achieving the overall organisational goals.


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He has strong loyalty and commitmentto the organisation,

He is willing to take risk.

He is ready to go out of his way to get thingsdone. His primary motivation is a sense of

excellence in whatever he does

He seeks opportunities and is thrilled to meet newchallenges.


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Another new role isthat of an innovator


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FIVE CHARACTERISTICS OF INNOVTIVE MIDDLE

MANAGES They are comfortable with change . They have the clarity of direction. They are thorough They have a participative management

style They possess the attributes of

persuasiveness, persistence anddiscretion.


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INDIVIDUAL RESPONSIBILITIESTO TRANSFORM MIDDLE MANAGERIAL ROLES:


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INDIVIDUAL RESPONSIBILITIESTO TRANSFORM MIDDLE MANAGERIAL ROLES:


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Taking up responsibility Taking risk and initiating action, being creative

and innovative Developing skills for team building, Networking and negotiation Giving up empire building and developing

interdependence and mutuality

Being ready to accept the value of expertiseand rotation of leadership in different situations


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Getting Ready for rotation and developing holisticoutlook

Giving up the expectations of fast promotion and lookingout for challenges

Accepting challenges and developing a GeneralManagers skills

Cooperating in needs assessment and taking trainingseriously

Developing holistic and integrative perspective, beingmore sensitive to ones environment


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CONCLUSION:

One can be successful only if he/shechanges.

One also has to realise that managerial

effectiveness in the middle requiresmanagement of different expectations fromrole senders, i.e., superiors, subordinates andpeers.


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A middle managers success is affected byseveral people and as such he should relatehimself/herself with them effectively.

One has to be an adept team player and beeffective in peer relationship management.


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THANK YOU

Documents

1.2 Role of Strategist