Managers today are faced with new and changing challenges every moment. For this reason, managers must be able to adapt to their employees as well as adapting their management styles toward the workplace. Managers can be described as requiring the ability to play a certain number of roles; these roles can be called organizational behaviors. Henry Mintzberg (1973) identified in his works ten behaviors which are common to all managers. In Mintzberg's hierarchy, the ten behaviors were separated into three groups; the interpersonal, the informational and the decisional.
In the first role we will discuss, the interpersonal group contains.
The figurehead - represents the organization in all matters of formality.
The leader - defines the relationships between the manger and employees.
The liaison - interacts with peers and people outside the organization.
The second group or informational group contains:.
The monitor - the manager receives and collects information.
The spokesperson - disseminates the organization's information into its environment.
The disseminator - transmits special information into the organization.
The third group is the decisional group and contains:.
The entrepreneur - the manager initiates change.
The disturbance handler - deals with threats to the organization.
The resource allocator - chooses where the organization will expend its efforts.
The negotiator - the manager negotiates on behalf of the organization.
To summarize, it can be said that the informational subset are those who coalesce information. Interpersonal roles make sure that information gets out and about. Decisional managers make sure that the information is used and used correctly. .
I will now apply the theories of the General Environment to a health care management organization (HMO). The international dimension affects the patients who use the service. All services provided by the HMO must fall within the correct legal and at times political dimension.
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