Manager, a term that is so ubiquitous that its definition...
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“WHAT DO MANAGERS DO?”
Daniel RapkaMGMT-605
Spring 2007 Research Project
Dr. Stephen Hartman
TABLE OF CONTENTS
2
Introduction 3Results of Interview 4
Figurehead 4Leader 5Liaison 6Monitor 7Disseminator 7Spokesman 8Entrepreneur 8Disturbance Handler 9Resource Allocator 10Negotiator 10
Conclusions 11References 13Appendix 14
Chart 1: Raw Data for Managerial Anaylsis 15Chart 2: Ranking of Managerial Role 16Graph 1: Importance as a Function of Role 17Graph 2: Time as a Function of Role 18Graph 3: Functional Ratio as a Function of Role 19Graph 4: Functional Factor as a Function of Role 20Graph 5: Weighted Functional Factor as a Function of Role 21
INTRODUCTION
Manager, a term that is so ubiquitous that its definition is commonly assumed. But the need to
seek a definition rises proportionally to the drive to increase the productivity and efficiency of
business in an ever changing marketplace. Armed with the tools yielded by the science of
organizational behavior, a working definition of this common term can be rendered as well as an
answer to, “What do managers do?”
An appropriate starting point to explore the duties of a manager lies within the function of the
management position. The origins of a functional description of management can be found in
the works of Henry Fayol. Fayol, originally an engineer that turned to management in late-
nineteenth century France, set the foundation for management theory by outlining five primary
functions of the manager; planning, organizing, commanding, coordinating and controlling. To
fully understand the activities of the manager, it is necessary to delve beyond function to
determine how it is expressed. For this, the work of Henry Mintzberg can be applied to
illuminate how a manager performs these functions. In The Nature of Managerial Work (1973),
Mintzberg proposed that a manager will utilize a combination of ten different roles to achieve
their objectives. These roles can be grouped into three broader categories based on how
information is handled.
The informational group directs the collection and distribution of information in the
organization. Roles within the decisional group determine how that information is utilized. The
interpersonal group links together the other groups by establishing and maintaining a framework
and environment, both externally and internally, that dictates where and how that information is
conveyed and to which objectives is it meant to fulfill.
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Managerial Functions
InterpersonalGroup
InformationalGroup
DecisionalGroup
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator Negotiator
In order to bridge the rift between theory and practice, three managers were interviewed to
identify the roles they perform. A questionnaire was provided that reflected the ten roles of
Mintzberg and it was used to guide the conversation. In addition to specific examples of each
role in action, the managers were asked to quantify the importance of and time spent on each role
by correlating a least and most bias to a scale of 1 to 5, respectively. To capture any activity that
may fall beyond the bounds of Mintzberg’s ten roles, an “other” category was included. The
results of each conversation were compiled into a data sheet for further analysis (appended at the
end of this report).
Bearing in mind that the activities of a manager should reflect the type of organization in which
they exist, a sample group was selected to capture a cross section of business size and structure.
Manager “A” works for a large Fortune 500 in a middle-upper management tier. Being an older,
well established organization, it is deep with hierarchy but has adapted successfully to a
changing business landscape. Company “A” offers a wide array of products and services to a
diverse group of markets. Manager “B” manages a regional office for a small internet based
company that is less than a decade old. This is a service based company with a flat hierarchal
structure. Manager “C” is the founder and CEO of a small, recently established (two year old)
company that provides consultation, distribution and installation services. This company’s
industry is technologically driven and as such it often behaves like a virtual organization to
achieve their objectives.
RESULTS OF THE INTERVIEW
FIGUREHEAD
The figurehead is bestowed the authority as the head of the organization. Often this role
possesses the ultimate legal responsibility for the company. In addition, this role reinforces the
culture of the organization by directing social and ceremonial events.
Table 1: Figurehead Results
Importance Time Functional Ratio
Manager A 1 1 1Manager B 3 2 1.5Manager C 5 2 2.5
Average 3.0 1.7 1.7
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Although the average importance figure lies in the center of the scale, the scope of this role is
certainly a function of the level of manager. Manager A falls in the midst of the hierarchy for a
large company and, as such, his figurehead role is limited thus yielding a score of 1. Manager
A’s duties within this role involve approving supplier contracts up to a certain dollar amount
(after which a higher level manager is needed for approval). Manager B is employed by a
smaller company but does head a local office. As reflected by the importance score of 3, his
figurehead role encompasses signing all contracts that relate to his office regardless of their
nature or money involved. Finally, Manager C scores the importance of this role very high since
he serves as the Chief Executive Officer of his company. In addition to the responsibility of all
legal and financial matters, Manager C organizes social events to celebrate achievements of
milestones and to recognize the contributions of employees to reach these milestones. In
building partnerships with other organizations, Manager C implements this role. Also, since the
company is small, the time allocated to this role is disproportionately small as evidenced by a
functional ratio much greater than unity.
LEADER
The leader dedicates time to build the structure that guides the tone and operation of an
organization. In addition, the leader acts to motivate and, when necessary, discipline the
employees. The growth of employees is metered by the leader’s influence.
Table 2: Leader Results
Importance Time Functional Ratio
Manager A 4 3 1.3Manager B 5 5 1Manager C 5 2 2.5
Average 4.7 3.3 1.6
As opposed to the figurehead role which seems to be a function of managerial level, the leader
role is categorized as important for all managers. Both Managers B and C rate this with the
highest mark for importance. Manager B dedicates a large portion of time to this endeavor since
his company is experiencing positive growth so hiring and training occupies a good portion of
his day. The time Manager C spends on this role is focused on crafting detailed job descriptions
and establishing a policy that utilizes self appraisals as a means for employee development.
Although Manager C doesn’t spend enough time on this role, his hopes are that the self
management structure he is instituting will pass some of the responsibility of this role to the
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employee. Manager A does not score the importance of this role with the highest mark but still
feels that this role is critical to establish methods to define the productivity of his department.
Currently, he is attempting to shift the company practice of measuring productivity as a decrease
in cost from year to year to a comprehensive analysis of total cost reductions which reflect non-
tangible aspects of the supply chain. In part, he is scoring this based on the parameters of his job
description versus what he feels personally about the role. This type of response could be
interpreted as a condition of working for a company with a rigid hierarchy. Manager C also
exhibits this role in developing his employees. A common method of development involves the
definition of “stretch goals.” These are expectations that lie just outside of the comfort zone (as
in public speaking) or just beyond the skill set (as in familiarly with a new software platform) of
his employees. Coupled with encouragement, Manager C pushes his employees to reach these
goals.
LIAISON
The development of information networks both internally and externally is the key component of
this role.
Table 3: Liaison Results
Importance Time Functional Ratio
Manager A 5 5 1Manager B 4 3 1.3Manager C 4 1 4
Average 4.3 3.0 2.1
The liaison is seen as an important role for all managers; however, the time allocated appears to
be a function of the company size. Manager A devotes a significant amount of energy into this
role to develop and maintain his “knowledge database” (his words). This task manifests as
considerable face time spent with coworkers, managers, suppliers and customers. Since the
company structure is large, identifying fertile contacts can prove to be a daunting task. Once
those contacts are made, it is important for them to be nurtured to ensure that information will
always be free flowing. Manager B defines this role through communications between his office
and other offices held by his company. Manager C rates this with high importance; however, he
feels that this role would be more critical when his company is larger. His main focus is building
sales and revenue. As such, he allots little time to this role.
MONITOR 6
The monitor utilizes the communication network (established by the liaison role) to retrieve
information to determine the performance and status of the organization.
Table 4: Monitor Results
Importance Time Functional Ratio
Manager A 4 3 1.3Manager B 1 1 1Manager C 5 3 1.7
Average 3.3 2.3 1.3
For Manager A, the role manifests in the creation and maintenance of an internal sourcing
database which tracks the productivity of his department. In addition to generating reports that
highlight exceptions (poor performers), the information in this database is used to conduct
“intelligent negotiations.” This approach enables the manager to include documentation of past
performance and problems with any supplier or customer during the negotiation. Manager C
exhibits this role more informally through conversations on weekly meetings. Manager B
doesn’t incorporate this role. This type of information is rendered when necessary for a decision;
he does not have to actively retrieve it.
DISSEMINATOR
The distribution of information is accomplished by the disseminator. The manager exhibiting
this role will decide how and to whom relevant information is given. Also, information is
delivered to reinforce the culture of the organization.
Table 5: Disseminator Results
Importance Time Functional Ratio
Manager A 3 2 1.5Manager B 5 3 1.7Manager C 5 3 1.7
Average 4.3 2.7 1.6
As expected, Manager A of the large company does not attribute significant time or rank to this
role. While much time is spent developing a communication network and retrieving information,
Manager A doesn’t filter this information to subordinates. All collected information is available
for his employees to review. The only dissemination from Manger A results from field trips
(conferences, customer visits) after which he will debrief his team with relevant details.
Manager B serves as the gateway of information between the main office and his office. He
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ranks this role high for importance since he is responsible for transferring the appropriate
information to his employees. Manager C also ranks this high for importance. Scheduling and
forecasting are important mechanisms for Manager C. With these tools, he defines milestones
which indicate his company’s progress. Weekly meetings are held to relate this information to
his employees. In addition, Manager C drafts policy letters on best practices for business which
are occasionally distributed at these meetings. For example, he recently distributed a letter that
outlined negotiation tactics that he would like to see exhibited by members of his company. In
this case, the tactics reflect the fair-play image he is trying to create for the company. As
opposed to the “low-ball” approach, he would prefer that the negotiators approach the deal with
the attitude that both sides could profit.
SPOKESMAN
This role involves distribution of information outside of organization or department, similar to
public relations duty.
Table 6: Spokesman Results
Importance Time Functional Ratio
Manager A 5 2 2.5Manager B 5 3 1.7Manager C 5 2 2.5
Average 5.0 2.3 2.2
It’s no surprise that this role would rank high on importance for all managers since the promotion
of positive performance is the key aspect of the spokesman. It is interesting to note that the low
time spent scores may not necessarily be a result of poor time management. Each manager
responded with similar examples for this role and each included some form of electronic
communication. Websites, email and text messages are employed by each manager to distribute
information to customers, superiors, subordinates and suppliers. These modes of information
transfer would certainly reduce time necessary to complete these tasks..
ENTREPRENEUR
The entrepreneur utilizes information to identify, develop and implement programs to affect a
positive change within the organization.
Table 7: Entrepreneur Results
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Importance Time Functional Ratio
Manager A 4 2 2Manager B 5 4 1.3Manager C 5 2 2.5
Average 4.7 2.7 1.9
The structure of company A includes provisions to identify improvement projects (Six Sigma).
As a result, while Manager A ranks this role with high importance, not much time is spent with
this endeavor. In addition, much of this work is related to other roles. For example, the sourcing
database discussed in the monitor role can be considered as a subset of the entrepreneurial role
since he periodically changes the methods of manipulating or displaying that data to reflect new
trends or to proactively respond to customer situations. Manager B ranks this role high in both
counts since improvement projects are necessary to sustain growth. Typically, growth will
exaggerate weakness in existing procedures and processes. Continued productivity during this
growth phase is ensured by identifying these weak points and addressing them before problems
escalate. Manager C recognizes the importance of this role; however, many of the policies and
procedures are still being developed. Hence, time spent is low. Improvement projects are tasked
after a problem has surfaced.
DISTURBANCE HANDLER
Any unexpected deviation from normal operation is addressed through this role. Typically
described as, “putting fires out.”
Table 8: Disturbance Handler Results
Importance Time Functional Ratio
Manager A 2 4 0.5Manager B 5 2 2.5Manager C 5 2 2.5
Average 4.0 2.7 1.8
This category returned the only functional ratio less than unity for this set of samples. Manager
A indicated a low importance rating but revealed that much time is spent in this role. Manager A
suggested that this discrepancy is a result of company policy. In part, he feels that the culture
focuses more on tactical than on strategic responses. His example is the Six Sigma program
which, as he explains, looks for defects and then motions to remedy the root cause of the defect.
He suggests that a lean manufacturing approach should be adopted in which a cross functional
design processing team develops a procedure that produces no faults. This cross functional team
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would include suppliers, engineers, manufacturing associates and quality control representatives.
Both Managers B and C responded similarly to this role with a high importance but low time. In
addition, their preliminary tactics are the same which include information gathering and,
interestingly, root cause analysis. To unite all entities associated with the disturbance, Manager
C typically builds a consensus to address the problem.
RESOURCE ALLOCATOR
The resource allocator schedules the workflow for employees and distributes necessary resources
for the employees to complete their objectives.
Table 9: Resource Allocator Results
Importance Time Functional Ratio
Manager A 3 2 1.5Manager B 5 5 1Manager C 5 3 1.7
Average 4.3 3.3 1.4
Regardless of varied importance and time rank, this category exhibits very effective time
management utilization by all managers as indicated by a functional ratio close to unity.
Manager A empowers his employees to gather resources on their own hence he ranks this lowest
out of this group of managers. Once expectations are established, he will not allocate unless a
specific request is made. Much of the information resource can be accessed via the knowledge
database mentioned in previous roles. Manager B ranks this high in both time and importance.
Since he is training most of his staff, this type of allocation is part of the learning curve. Once
his employees have more experience, he expects the rating of this role to decrease. Manager C
considers this an important role; however, he is attempting to embed the allocation process into
the structure of the subordinates’ job. As previously mentioned he creates detailed job
descriptions and promotes self assessments which would include successful utilization of
information resource.
NEGOTIATOR
The negotiator acts as the main representative for all types of negotiations both internal and
external to the organization.
Table 10: Negotiator Results
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Importance Time Functional Ratio
Manager A 5 5 1Manager B 5 3 1.7Manager C 5 4 1.3
Average 5.0 4.0 1.3
Similar to the resource allocator results, the responses to this role indicate very effective time
management skills. Additionally, all managers rank this with the highest importance.
Establishing a fair trade with customers and suppliers was the universal reply to this question. In
addition, transactions with banking institutions, insurance agents and real estate leasing were
cited as examples for this role.
CONCLUSIONS
As evidenced by the lack of results in the “other” category, Mintzberg’s 10 roles seem to
accurately dissect the performance of a manager. In fact, only Manager A initially responded
with an “other” response that he labeled as arbitrator. He described this as resolving conflict
between entities in the organization. However, closer investigation revealed that this could be
defined as a combination of the negotiator and disturbance handler roles. This observation leads
to another conclusion from these results. Many activities of the manager are actually
interconnected roles. For example, during his disseminator response, Manager A described a
situation in which he returned from a conference and debriefed one of his employees with
information his learned on his trip. His purpose in the debriefing was two-fold; to pass along an
interesting trend in industry and to empower his subordinate to utilize this information to develop
a process improvement. So in that one act, he exhibited characteristics of the disseminator,
leader (to develop employee) and entrepreneur (process improvement).
Further conclusions can be drawn by ranking the roles based on respective scores. The average
rankings reveal that spokesman and negotiator are the top two roles based on importance while
negotiator and leader are indicated at the top of the time rank. Based on the functional ratio,
negotiator and monitor are cited as the two most effectively performed roles. Clearly,
negotiation is the pinnacle role in this manager sample group. Negotiation can be viewed as
communication with consensus. To be effective, a manager must influence those around them to
achieve their objectives. But that influence cannot be forced, instead it results from a type of
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compromise in which the party receiving the information accepts the terms of the transfer and,
furthermore, feels the exchange is equitable.
Some insight to the relationship between management level and company structure can be
witnessed in the ranking results as well. Manager A responded to the importance category with
well stratified scores. This demonstrates prioritization in his managerial duties. Manager C
essentially responded with equal importance for all roles. It would seem reasonable that the
hierarchy established in Manager A’s company helps to give priority to the duties of a manager.
Whereas, the self directed Manager C with a new company lacks the embedded structure and
deems all roles with equal merit. As a result, the functional ratios of Manager A are much less
than that of Manager C which seems to suggest that Manager A is more effective (at least with
time management). The managerial ratio also suggests that increased effectiveness of time
management is a result of company hierarchy. Manager A received a managerial ratio closest to
unity (1.4) with Manager B close behind at 1.5. Manager C scored 2.3 for this measure.
In instances of homogeneous responses for ranking, another metric was implemented to try to
stratify ranking. For the case of Manager C, a functional factor was introduced to help rank the
importance of roles. This functional factor is the product of the importance and time score. The
logic here is that time spent may indirectly indicate importance (especially for a high level
manager of a small company i.e. time spent is automatically directed to what seems important
since no higher level manger exists to deviate this tendency). This method was used in the
appended rankings. However, it should be noted that this logic may not be relevant to managers
in companies that exhibit deep hierarchy.
In an attempt to relate effectiveness of role performance (I/T ratio) to the importance of the role,
another metric was developed, the weighted functional ratio. This ratio is the product of
importance and the functional ratio. In essence, this value should indicate effective time
management for those roles deemed most important. Effectiveness for this measure would be at
maximum with a rating of five. Values lower than five indicate that more time is spent in this
role than the importance would suggest. Values over five reveal excess time spent on important
duties. The average weighted functional ratio rankings demonstrate that the monitor and
resource allocator roles are performed most effectively when considering importance. These
results are appended to this report.
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REFERENCES
Allen, Gemmy Managerial Roles at
http://telecollege.dcccd.edu/mgmt1374/book_contents/1overview/managerial_roles/
mgrl_roles.htm#assignment, Accessed April 27, 2007
Classification of Managerial Roles at http://www.bashedu.ru/konkurs/ibatullina/eng/categor.htm,
Accessed April 27, 2007
Henri Fayol at http://en.wikipedia.org/wiki/Henri_Fayol, Accessed April 30, 2007
Henry Mintzberg at http://en.wikipedia.org/wiki/Mintzberg, Accessed April 30, 2007
Mintzberg: The Managerial Roles, Business Open Learning Archive at
http://www.bola.biz/mintzberg/mintzberg2.html, Accessed April 27, 2007
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APPENDIX
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Chart 1: Raw Data for Managerial Role Analysis
AveragesManager A Manager B Manager C
I T I/T I T I/T I T I/TFigurehead 1 1 1 3 2 1.5 5 2 2.5 3.0 1.7 1.7
Leader 4 3 1.3 5 5 1.0 5 2 2.5 4.7 3.3 1.6
Liaison 5 5 1.0 4 3 1.3 4 1 4.0 4.3 3.0 2.1
Average Interpersonal 3.3 3.0 1.1 4.0 3.3 1.2 4.7 1.7 2.8 4.0 2.7 1.7
Monitor 4 3 1.3 1 1 1.0 5 3.0 1.7 3.3 2.3 1.3
Disseminator 3 2.0 1.5 5 3.0 1.7 5 3.0 1.7 4.3 2.7 1.6
Spokesman 5 2.0 2.5 5 3.0 1.7 5 2.0 2.5 5.0 2.3 2.2
Average Informational 4.0 2.3 1.7 3.7 2.3 1.6 5.0 2.7 1.9 4.2 2.4 1.7
Entrepreneur 4 2 2.0 5 4 1.3 5 2 2.5 4.7 2.7 1.9
Disturbance Handler 2 4 0.5 5 2 2.5 5 2 2.5 4.0 2.7 1.8
Resource Allocator 3 2 1.5 5 5 1.0 5 3 1.7 4.3 3.3 1.4
Negotiator 5 5 1.0 5 3 1.7 5 4 1.3 5.0 4.0 1.3
Average Decisional 3.3 3.7 0.9 5.0 3.3 1.5 5.0 3.0 1.7 4.4 3.3 1.4
Importance 3.6 4.3 4.9 4.3
Time 2.9 3.1 2.4 2.8
Managerial Ratio (I/T) 1.4 1.5 2.3 1.7
Interpersonal
Informational
Decisional
Averages
Importance Time Functional Ratio (I/T)
Group Role
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Chart 2: Ranking of Managerial RoleImportance Time Ratio (I/T) Factor (I*T) Weighted Ratio (I^2/T)
Spokesman 5.0 Negotiator 4.0 Spokesman 2.2 Negotiator 20.0 Spokesman 11.1Negotiator 5.0 Leader 3.3 Liaison 2.1 Leader 15.7 Entrepreneur 8.9
Leader 4.7 Resource Allocator 3.3 Entrepreneur 1.9 Resource Allocator 15.3 Liaison 8.8Entrepreneur 4.7 Liaison 3.0 Disturbance Handler 1.8 Liaison 13.7 Disturbance Handler 8.7
Liaison 4.3 Disseminator 2.7 Figurehead 1.7 Entrepreneur 12.7 Leader 7.6Disseminator 4.3 Entrepreneur 2.7 Disseminator 1.6 Disseminator 12.0 Disseminator 7.1
Resource Allocator 4.3 Disturbance Handler 2.7 Leader 1.6 Spokesman 11.7 Negotiator 6.5Disturbance Handler 4.0 Monitor 2.3 Resource Allocator 1.4 Monitor 9.3 Figurehead 6.0
Monitor 3.3 Spokesman 2.3 Monitor 1.3 Disturbance Handler 9.3 Resource Allocator 5.9Figurehead 3.0 Figurehead 1.7 Negotiator 1.3 Figurehead 5.7 Monitor 4.9
Liaison 5 Liaison 5 Spokesman 2.5 Liaison 25.0 Spokesman 12.5
Spokesman 5 Negotiator 5 Entrepreneur 2 Negotiator 25.0 Entrepreneur 8.0
Negotiator 5 Disturbance Handler 4 Disseminator 1.5 Leader 12.0 Leader 5.3
Leader 4 Leader 3 Resource Allocator 1.5 Monitor 12.0 Monitor 5.3
Monitor 4 Monitor 3 Leader 1.3 Spokesman 10.0 Liaison 5.0
Entrepreneur 4 Disseminator 2 Monitor 1.3 Entrepreneur 8.0 Negotiator 5.0
Disseminator 3 Spokesman 2 Figurehead 1.0 Disturbance Handler 8.0 Disseminator 4.5
Resource Allocator 3 Entrepreneur 2 Liaison 1.0 Disseminator 6.0 Resource Allocator 4.5
Disturbance Handler 2 Resource Allocator 2 Negotiator 1.0 Resource Allocator 6.0 Figurehead 1.0
Figurehead 1 Figurehead 1 Disturbance Handler 0.5 Figurehead 1.0 Disturbance Handler 1.0
Leader 5 Leader 5 Disturbance Handler 2.5 Leader 25.0 Disturbance Handler 12.5
Resource Allocator 5 Resource Allocator 5 Disseminator 1.7 Resource Allocator 25.0 Disseminator 8.3
Entrepreneur 5 Entrepreneur 4 Spokesman 1.7 Entrepreneur 20.0 Spokesman 8.3
Disseminator 5 Liaison 3 Negotiator 1.7 Disseminator 15.0 Negotiator 8.3
Spokesman 5 Disseminator 3 Figurehead 1.5 Spokesman 15.0 Entrepreneur 6.3
Disturbance Handler 5 Spokesman 3 Liaison 1.3 Negotiator 15.0 Liaison 5.3
Negotiator 5 Negotiator 3 Entrepreneur 1.3 Liaison 12.0 Leader 5.0
Liaison 4 Figurehead 2 Leader 1.0 Disturbance Handler 10.0 Resource Allocator 5.0
Figurehead 3 Disturbance Handler 2 Monitor 1.0 Figurehead 6.0 Figurehead 4.5
Monitor 1 Monitor 1 Resource Allocator 1.0 Monitor 1.0 Monitor 1.0
Negotiator 5 Negotiator 4 Liaison 4.0 Negotiator 20.0 Liaison 16.0
Monitor 5 Monitor 3 Figurehead 2.5 Monitor 15.0 Figurehead 12.5
Disseminator 5 Disseminator 3 Leader 2.5 Disseminator 15.0 Leader 12.5
Resource Allocator 5 Resource Allocator 3 Spokesman 2.5 Resource Allocator 15.0 Spokesman 12.5
Figurehead 5 Figurehead 2 Entrepreneur 2.5 Figurehead 10.0 Entrepreneur 12.5
Leader 5 Leader 2 Disturbance Handler 2.5 Leader 10.0 Disturbance Handler 12.5
Spokesman 5 Spokesman 2 Monitor 1.7 Spokesman 10.0 Monitor 8.3
Entrepreneur 5 Entrepreneur 2 Disseminator 1.7 Entrepreneur 10.0 Disseminator 8.3
Disturbance Handler 5 Disturbance Handler 2 Resource Allocator 1.7 Disturbance Handler 10.0 Resource Allocator 8.3
Liaison 4 Liaison 1 Negotiator 1.3 Liaison 4.0 Negotiator 6.3
Color Key: Interpersonal Informational Decisional
Manager A
Manager B
Manager C
Average
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Graph 1: Importance Ratings as a Function of Managerial Role
0
1
2
3
4
5
6
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator
Negotiator
Role
Score
Manager A Manager B Manager C Average
Graph 2: Time as a Function of Managerial Role
0
1
2
3
4
5
6
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator
Negotiator
Role
Score
Manager A Manager B Manager C Average
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Graph 3: Functional Ratio (I/T) as a function of Managerial Role
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator
Negotiator
Managerial Role
I/T
Manager A Manager B Manager C Functional Ratio (I/T)
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Graph 4: Functional Factor (IT) as a function of Managerial Role
0
5
10
15
20
25
30
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator
Negotiator
Managerial Role
I*T
Manager A Manager B Manager C Average
Graph 5: Weighted Functional Ratio as a function of Managerial Role
0
2
4
6
8
10
12
14
16
18
Figurehead Leader Liaison Monitor Disseminator Spokesman Entrepreneur DisturbanceHandler
ResourceAllocator
Negotiator
Managerial Role
Weigh
ted Fu
nctio
nal R
atio (I
2/T)
Manager A Manager B Manager C Average