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Week 3 1. Based on the managerial roles set forth by Mintzberg, explain why it is badly for a chief executive officer to delegate. EMILY: managerial Roles: interpersonal roles: front-performs ceremonial duties and rituals Leader-responsible for the work of people in the organization Liaison-makes contacts with others distant the vertical chain of command, lucreing. Informational roles: Monitor-scan the environment for info, moldiness look let on for soft entropy/ lambast Disseminator-passes on randomness to subordinates Spokesperson-speaks as a representative of the organization, sends information to people outside of unit. Decisional roles: Entrepreneur-makes decisions, capitalizes on opportunities, seeks to better organization flicker handler-reduces conflict, must involuntarily respond to pressures Resource allocator-distributes resources c be figure in mind, decides who traces what, also deals his/her own time Negotiator-neg otiates and compromises with others both mysterious down organization and outside organization, works out contracts. It is hard for a CEO to delegate because: - They supervise many projects at a time - They have complex choices to make with scores of info. Two or three people cannot fortune a single managerial position unless they act as unmatchable entity. Hard to share all information.

The three role categories are inseparable. - Need network of contacts to make decisions. Manager is only ace with teeming footslog of contacts. - Database of information/contacts is centralized in star brain. - The nature of info! rmation in the managers transmission line is verbal. When managers leave, they take their warehousing with them. Subordinates are at an informational disadvantage. Managers have slim time to allocate to inform all subordinates about issues. SHEENA: Interpersonal Roles o Figurehead: ceremonial roletakes up a lot of time. o Leader: have to motivate, direct, guide, &...If you want to get a full essay, order it on our website: OrderCustomPaper.com

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