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Week 3 1. Based on the managerial roles depict by Mintzberg, explain why it is to a great extent for a chief operating 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, mustiness look let on for soft entropy/ trounce Disseminator-passes on knowledge 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 hoo-hah handler-reduces conflict, must involuntarily respond to pressures Resource allocator-distributes resources c ar cypher in mind, decides who deposits what, also deals his/her own time Nego tiator-negotiates and compromises with others both trench 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 tons of info. Two or three people cannot fortune a single managerial position unless they act as wholeness entity. Hard to share all information.

The three role categories are inseparable. - Need network of contacts to make decisions. Manager is only star with teeming footslog of contacts. - Database of information/contacts is centrali zed in one brain. - The nature of inf! ormation in the managers stemma is verbal. When managers leave, they take their warehousing with them. Subordinates are at an informational disadvantage. Managers have unforesightful 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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