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- 1. In the nameof Allah, The Merciful, In the name of Allah, The Merciful, The Compassionate The Compassionate
- 2. A Case Study ACase Study on on Mintzberg’s Managerial Roles Mintzberg’s Managerial Roles Group Project Members Group Project Members Aamir Khan Aamir Khan Muhammad Usman Muhammad Usman Kh. Muhammad Zaheer Kh. Muhammad Zaheer Muhammad Zubair Muhammad Zubair
- 3. Manager’s Profile Mr. AliHaider is owner turned Managing Director of Jinnah Islamia Group of Colleges and Civil Group of Colleges Rawalpindi. Date of Birth: July 1st , 1958. He did his BA from Peshawar University in 1979. MA Economics from Punjab University in 1997. CIMA, ACMA (UK)
- 4. Career as aManager He looks after many of his family businesses. Cycle Manufacturing Firm, Kohinoor Mills etc. Islamabad New City (Housing Scheme) He is an auditor by profession and has a vast experience of working with many well reputed auditing firms. Educational Institutions (JIGC, CGC)
- 5. Future Plans Mr.Ali Haider wants to establish a nationwide chain of schools on pattern of Allied Schools (Punjab Group of Colleges) and Educators (Beaconhouse) He has got the ambition of forming an IT college in near future. He wants to extend the number of present colleges.
- 6. Admirations & PreferredManagement Approach Best manager: Late Steve Jobs (Apple Inc.) Mr. AIi Haider is of the view that Management Approach being practiced in an organization should be according to its nature of business. He prefers MBO and Democratic approach along with employee empowerment for his college administration.
- 7. Managerial Roles Managerial Roles ManagerialRoles were presented by Managerial Roles were presented by famous Management researcher Henry famous Management researcher Henry Mintzberg in his book titled Mintzberg in his book titled “The nature of “The nature of managerial work’’ managerial work’’ in 1973. in 1973. There are ten managerial roles that are There are ten managerial roles that are divided into three broad categories. divided into three broad categories. A role is a set of expectations for one’s A role is a set of expectations for one’s behavior. behavior.
- 8. INTERPERSONAL ROLES INTERPERSONAL ROLES ManagingThrough People Managing Through People 1.Figurehead 1.Figurehead (performing ceremonial and symbolic duties) (performing ceremonial and symbolic duties) He greets visitors such as Parents, Media, Business He greets visitors such as Parents, Media, Business Relevant Persons, University & Board Teams etc. Relevant Persons, University & Board Teams etc. He signs various legal documents on daily basis (e.g. He signs various legal documents on daily basis (e.g. the day before he has been interviewed, he has signed the day before he has been interviewed, he has signed a rent agreement with the owner of college building) a rent agreement with the owner of college building) Social Gatherings: Islamabad Club, Rawalpindi Social Gatherings: Islamabad Club, Rawalpindi Chamber of Commerce and Chief Guest anywhere Chamber of Commerce and Chief Guest anywhere else etc. else etc.
- 9. INTERPERSONAL ROLES INTERPERSONAL ROLES 2.Leader 2.Leader (motivating,directing, training & counseling employees) (motivating, directing, training & counseling employees) What a leader ought to be? What a leader ought to be? (His leadership philosophy) (His leadership philosophy) Pressure Absorber Pressure Absorber: A leader must be good at stress : A leader must be good at stress management. management. Targets Achiever Targets Achiever: He should be very precise in : He should be very precise in hitting the moving target. hitting the moving target. Problem Solver Problem Solver: Keep proactive approach so that : Keep proactive approach so that problems do not surface out and if they arise solve problems do not surface out and if they arise solve them choosing best strategy. them choosing best strategy. Cycle Runner: Cycle Runner: A leader should ensure smooth A leader should ensure smooth functioning of his organization. functioning of his organization.
- 10. INTERPERSONAL ROLES INTERPERSONAL ROLES 3.Liaison 3.Liaison (maintaininginformation links both inside and outside the organization) (maintaining information links both inside and outside the organization) Mr. Ali Haider maintains many favorable Mr. Ali Haider maintains many favorable contacts inside and outside the organization. contacts inside and outside the organization. His mastery of communication skills enables His mastery of communication skills enables him to maintain contacts. him to maintain contacts. He personally writes letters, E-mails and He personally writes letters, E-mails and makes phone calls. makes phone calls. He has excellent personal contacts with highly He has excellent personal contacts with highly influential political and social gentry. influential political and social gentry.
- 11. INFORMATIONAL ROLES INFORMATIONAL ROLES ManagingThrough Information Managing Through Information 4.Monitor 4.Monitor (seeking and receiving information) (seeking and receiving information) Mr. Ali Haider is a classic example of MBWA Mr. Ali Haider is a classic example of MBWA (Management by Wandering About). He (Management by Wandering About). He makes surprise visits to gauge and inspect makes surprise visits to gauge and inspect employee performance and organizational employee performance and organizational atmosphere. atmosphere. He seeks reports and analyze them regularly. He seeks reports and analyze them regularly. Employee performance appraisal is measured Employee performance appraisal is measured through a specially designed Performa. through a specially designed Performa.
- 12. INFORMATIONAL ROLES INFORMATIONAL ROLES 5.Disseminator 5.Disseminator (forwardinguseful information inside the organization) (forwarding useful information inside the organization) Meetings are held every month and whenever Meetings are held every month and whenever they are necessary. they are necessary. Useful information is disbursed quickly as it Useful information is disbursed quickly as it arrives. arrives. He makes use of Notice Board effectively. He makes use of Notice Board effectively. Circulars are issued timely. Circulars are issued timely.
- 13. INFORMATIONAL ROLES INFORMATIONAL ROLES 6.Spokesperson 6.Spokesperson (transmittinguseful information to outsiders) (transmitting useful information to outsiders) He considers following parameters pertinent in He considers following parameters pertinent in representing his organization to outsiders in representing his organization to outsiders in his speeches or article writing: his speeches or article writing: Communication Skills Communication Skills Analyzing Audience Analyzing Audience Direct Contact Direct Contact Articulation (Oratory – Speaking Power) Articulation (Oratory – Speaking Power) Body Language Body Language Relevance Relevance
- 14. DECISIONAL ROLES DECISIONAL ROLES ManagingThrough Decisions Managing Through Decisions 7.Entrepreneur 7.Entrepreneur (taking initiatives for improvement and change) (taking initiatives for improvement and change) He brought the concept of “Investment Centers” He brought the concept of “Investment Centers” owing to his stakes in many businesses. He owing to his stakes in many businesses. He strongly believes in the investment philosophy strongly believes in the investment philosophy of “don’t put all your eggs in one basket”. of “don’t put all your eggs in one basket”. Reformatory punishments (quit an odd example Reformatory punishments (quit an odd example but still relevant). but still relevant). Hires best faculty unlike other private colleges. Hires best faculty unlike other private colleges.
- 15. DECISIONAL ROLES DECISIONAL ROLES 8.DisturbanceHandler 8.Disturbance Handler (taking corrective action during disputes) (taking corrective action during disputes) “ “A manager is supposed to be a cool head on the A manager is supposed to be a cool head on the service of warm hearts”. service of warm hearts”. Disputes are just symptoms of an underlying problem Disputes are just symptoms of an underlying problem we have to sort out that problem and nip the evil in we have to sort out that problem and nip the evil in the bud. the bud. Mr. Haider Ali likes this Crisis Management Approach 1. Stay calm 2. Be visible 3. Put people before business 4. Tell the truth 5. Know when to get back to your business
- 16. DECISIONAL ROLES DECISIONAL ROLES 9.ResourceAllocator 9.Resource Allocator (making sure better utilization of resources) (making sure better utilization of resources) Too generous on providing resources to the Too generous on providing resources to the staff for optimal performance but too strict on staff for optimal performance but too strict on redundancy. redundancy. He is of the view that change can only be He is of the view that change can only be implemented if you have adequate resources. implemented if you have adequate resources. Believes in management concepts of SWOT Believes in management concepts of SWOT analysis and Cost-Benefit analysis for analysis and Cost-Benefit analysis for allocation of resources. allocation of resources.
- 17. DECISIONAL ROLES DECISIONAL ROLES 10.Negotiator 10.Negotiator (representingunit/organization in negotiations) (representing unit/organization in negotiations) His tips for effective negotiations: His tips for effective negotiations: Do your home work in advance Do your home work in advance Stay alert minded during dialogue Stay alert minded during dialogue Know your parameters and play one card at a Know your parameters and play one card at a time. time. Don’t allow your emotions to interrupt your Don’t allow your emotions to interrupt your objectives objectives Give room to the counter party but be focused Give room to the counter party but be focused on your objective on your objective
- 18. What took usto observe him? It was a great learning experience for us as we practically observed different managerial roles being practiced on workplace. Mr. Ali Haider although being a top level manager showed great hospitality and keen interest in our assignment. We are obliged of his courteous manner and cooperation. He is over 50 now but still he is ambitious which is obvious in his future plans. Last but not the least, for him education is not a pithy activity of business but a philanthropy. He is committed to provide quality education at lowest possible cost.
- 19. Your turn tobe a Manager Managers ask for clarifications in ambiguities. Do you have any point to clear? Give your comments about our presentation at the end of scorecards. Heaps of thanks for your patience and cooperation.