1.) The traditional role of the manager is to control, direct, monitor and supervise an organization. One of the main roles of a manager is to become a negotiator. As a company encounters conflicts in the regular course of business, there are certain negotiations that have to be reached and the manager is placed at higher level of hierarchy to perform negotiations, and accomplish the goals of the organization (Kozina, 2014, p.99). The managerial role comes in various forms either as a member of functional department or project team, or to become a company representative as part of the negotiating team, that can take place during inter-organizational negotiations. Thus, the managerial functions during negotiations may also fall within the common roles and competencies of executives (Kozina, 2014, p.99).
There are also transparent managers whose conduct and behavior can easily be shown based on their decisions and the consequences of their actions. These managers behave in accordance with the ethical expectations of the company (Huhtala, et al, 2013, p.266). Other types of managers are those who are intimidating and controlling who use force to scare the people in accomplishing their tasks. However, these types of managers seldom earn the respect of their subordinates (Fagel, 2009, p.370). Another type of managers is the absentee managers, who suddenly disappear when there are important tasks to be done or when the going gets tough. These are the type of managers who do not have any concern or interest in what occurs around them (Fagel, 2013, p.370). The best type of manager is the kind who will lead the group by example, and help their subordinates to accomplish the tasks. These are the managers who are willing to give direction and open to input, by allowing others to get the recognition that they deserve. This type of manager is one who knows to give credit to whom it is due. This type of manager easily earns the respect of the people who work with him (Fagel, 2013, p.370).
Managers should also be able to solve the problems that may arise due to conflicts with their subordinates by establish good working relationship with their followers. Thus, the relationship of the managers with their followers should not be underestimated (Esteban-Lloret, 2014, p.243).
2.) The expanded role of the Chief Information Officer (CIO) includes managing information resources and computing, telecommunications and office technology. The role of the CIO was developed due to the increasing awareness that information within a company should be managed. It is important to keep important information confidential since it can be considered as an essential resource compared to people, finance, HR, and materials or supplies in the product inventory. In fact, there are times when information systems should be developed within the company to enhance wealth creation (Bottger, 2008, p.5). A person who is appointed as a CIO should be competent to fit into the role of the position. Being a CIO means that he or she must be a good leader, a visionary, a strategic thinker, a relationship architect, and who can deliver (Peppard, 2010, p.74). Thus, a CIO should possess majority of these crucial competencies in order to have a strong impact in the company (Karahanna & Preston, 2013). The personal attributes of such executive can also become a determining factor for the success of company in terms of driving strategy and innovation within the organization or business.
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