1.
The Managerial Role Gap Analysis helps in understanding the needs of the business by identifying the gaps or shortcomings of the managerial roles. The managers play a vital role in the success of the organization. The organizations are affected by changes in the market, and managers need to identify these changes and make changes in the policies or adopt new policies that are helpful as per the current market situations. The most important part of the manager’s role is to take decisions on which the performance of the organization depends on. It is, therefore, important to analyze the managerial role so that if there are any shortcomings in it then they can be identified. The managerial role gap analysis is important because if these gaps are not identified then there is a possibility for the managers to take wrong decisions which can adversely affect the performance of the organization. If the managerial gap is identified then the management will try to overcome these gaps which will help them in taking affective decisions which can improve their performance and that of their organization (Boud, 2001; Denis et al., 2010).
2.
Mintzberg provided few managerial roles which he discovered through observations rather than surveys. There are three main heads of Mintzberg’s managerial roles which are Information- Processing Roles, Decision- Making Roles and Interpersonal Roles. These roles apply to all kinds of managers but some roles are more beneficial to certain types of managers. All managerial roles are of great importance, and they also depend upon the situation of the organization to adopt the role that is beneficial for them. Mostly, the managerial role that is helpful in most of the situations and is the most beneficial one is the Leader Role that lies under the head of Interpersonal Roles (McGill et al., 2002).
The Leader role allows the managers to take complete responsibility of the organizational subunits so that the business is able to achieve its core objectives. Managers guide and motivate employees and provide such working conditions that help them to work efficiently. In this managerial role, the managers have the authority to train, hire, dismiss, and promote employees. The leader role is important for complex and changing workplace environments because in this role managers build a team and make their subordinates work by guiding them and providing them with resources that are required to complete their work (Shamir & Eilam, 2005).
3.
As per the managerial roles stated by Mintzberg, the managerial roles that I need to develop in my current capabilities are of the leader role and the entrepreneur role. In the entrepreneur role, the manager acts as an initiator and plans to avail all opportunities in the existing situation. The manager has more rights in this type of managerial role so that they are able to provide resources to their subordinates. The number of tasks increases and the manager in this role has to take care of all them simultaneously (Yukl, 2010).
I have selected these two roles because I think I lack in these managerial roles. I want myself to take the first step in difficult situations and guide my subordinates and give orders to them to perform their duties in the desired way. These managerial roles will develop my personality and improve my skills. It is also observed that managers who chose these roles must have sufficient information about the work that is being done by subordinates so that they can guide them at any point and resolve any issues that may arise during the process (Koontz, 2010).
List of References
Boud, D., 2001. Using Journal Writing to Enhance Reflective Practice. New directions for adult and continuing education, 90, pp.9-18.
Denis, J.-L., Langley, A. & Rouleau, L., 2010. The Practice of Leadership in the Messy World of Organizations. Sage, 6(1), pp.67-88.
Koontz, H., 2010. Essentials of Management. New Delhi: Tata McGraw-Hill Education.
McGill, I., Brockbank, A. & Beech, N., 2002. Reflective Learning in Practice. Farnham: Gower Publishing Ltd.
Shamir, B. & Eilam, G., 2005. bWhat’s your story?Q A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(1), p.395–417.
Yukl, G.A., 2010. Leadership in Organizations. 7th ed. Upper Saddle River: Prentice Hall.
