Collaborative work. Sandra Pico

1. Teacher: MSc. Maricela Madrid
By: Sandra Pico
Business Management
Determine the importance of marketing mix for a product

2. Management roles
Interpersonal Roles
Figurehead: the manager is a symbol, obliged to perform a number of duties.
Leader: the manager defines the atmosphere in which the organization will work. Powers of charisma or position of office
are used to transmit information, make strategic decisions, integrate individual needs and organizational goals, to bring
individual and organizational needs into common accord.
Liaison: the manager deals with the significant web of relationships that the manager maintains with numerous
individuals and groups outside the organization.
Informational Roles
Monitor: the manager is continually seeking , and being bombarded with information that enables him to understand what
is taking place in the organization and its environment by monitoring internal operations, external events, analyses, ideas
and trends and pressures.
Disseminator: the manager sends external information into his organization and internal information from one subordinate
to another. 2 types of information: a) factual, b) value (preferences versus facts).
Spokesman: the manager transmits information out to his organization’s environment to speak on behalf of the
organization.

3. Decisional Roles
Entrepreneur : the manager acts as initiator and designer of much
of the controlled change of the organization. By using the
monitoring role, he/ she seeks opportunities, sees problems, and
initiates actions to improve situations.
Managers can be involved in improvement project design at 3
levels:
• delegation - all responsibility to others
• authoritarian - delegates design, but retains choice making
• supervision - retains design and decision in projects

4. Disturbance handler: the manager deals with involuntary situations and change beyond their control, such as crisis or
emergencies.
Resource allocator : as a formal authority, the manager must oversee the system by which organizational resources are
allocated. Three essential elements of resource allocation: scheduling of time, programming work, authorizing actions.
Negotiator: managers participate in negotiation activities.

5. Management styles
Democratic
Participative leadership values the input of team members and peers, but the responsibility of making the final decision
rests with the participative leader.
Participative leadership boosts employee morale because employees make contributions to the decision-making process.
It causes them to feel as if their opinions matter.
Autocratic
The autocratic leadership style allows managers to make decisions
alone without the input of others. Managers possess total authority
and impose their will on employees. No one challenges the decisions
of autocratic leaders.

6. Laissez-Faire
A laissez-faire leader lacks direct supervision of
employees and fails to provide regular feedback to
those under his supervision. Highly experienced and
trained employees requiring little supervision fall under
the laissez-faire leadership style.
However, not all employees possess those
characteristics. This leadership style hinders the
production of employees needing supervision. The
laissez-faire style produces no leadership or supervision
efforts from managers, which can lead to poor
production, lack of control and increasing costs.

7. Motivation can help us to consider the different investments which can be made in people. Investment in workers
through motivational measures are made today with the hope of future benefits for an organization.
Responsibilities in relation to people
A motivated and qualified workforce is crucial to increase productivity and the quality of the organizational services
in order to achieve organizational objectives.
The challenge and dilemma for many managers is how to create this type of motivation (Dieleman and Toonen,
2006:1).
In the words of Lewis Allen, "Motivation is the work a manager performs to inspire, encourage and impel people to
take required action"

8. Morale in an intangible factor and relates to the conditions of an individual and group with regard to determination,
confidence and enthusiasm in the performance of the duty.
It should be understood as the sum of psychic qualities reflecting courage, zeal and confidence in the performance of
the duty.
Welfare employees are the beating heart of the organization. Apart from the business plan of the organization and
the marketplace, employees can make things move. Having good people in your team, your department, your
organization is important since the variability of job performance among workers can be very large (Schmidt, Hunter,
& Judiesch,1990).

9. Proactive management
There is no one right style of management.
The most effective style depends on the situation . The decision depends on the circumstances.
Managers must consider:
• Personalities of the members in a group.
• Characteristics of the task and its objectives.
• The wider organizational environment .

10. Bibliography
• Nuttall and Houghton. (2010). Business Studies. New York, USA: Cambridge.
• Stella, O. (2008). Motivation and Work Performance: Complexities in Achieving Good Performance
Outcomes.
Downloaded from: https://thesis.eur.nl/pub/7156/Stella%20Opu%20HRE.pdf
• Purcell, J. (1987). Journal of Management Studies.
Downloaded from: http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6486.1987.tb00462.x/full