Manger Role Profile

Paper, Order, or Assignment Requirements




Template A: Comparison of  manager role profiles – visual  features
Manager role profile
Feature Manager role profile A Manager role profile B
  1. Length
  1. Logo
  1. Fonts
  1. Line spacing
  1. Numbering
  1. Organization chart
  1. Visuals:





  1. Role explanation format
  1. Other visual features



Template B: Comparison of manager role profiles – content features
Manager role: Programme Manager






  1. Is the job title brief & clear and reflect the work level?
  1. Is the reporting relationship mentioned?
  1. Is the work Department/ Division stated?
  1. Is each of the key functions directly related to the job?
  1. Are the salary and benefits mentioned?
  1. Is the type of contract illustrated?
  1. Have they mentioned any brief about the company vision, mission and industry?
  1. Is the job summary clear & concise?
  1. Does each bullet describe exactly what you need the person to do?
  1. Have they stated the desired results of each function or task?
  1. Have they reviewed every bullet for clarity and ease of understanding (abbreviations and terminology)
  1. Did they clarify the frequency of performing the tasks?
  1. Did they clarify the time spent in doing tasks?
  1. Did they describe all the person qualification needed to fulfil the job?
  1. Are all person specifications relevant and directly related to the mentioned tasks?
  1. Did they rank if each requirement is essential or desirable?
  1. Did they identify how each task will be assessed?



Template C: Balance of information in a manager role profiles
Manager role profile A Manager role profile B
How much do the manager role profile focus on the role (job) itself?
Nature of job
Description of organizational role to be performed?
Duties to be carried out?
Targets or goals to be striven towards?
Standard or level of performance to be achieved?
Responsibilities / requirements of the job?
Location of job?
How much does it focus on the role (job) occupant?
What personality traits / characteristics should the ideal candidate possess?
What knowledge, skills or abilities should the ideal candidate possess?
What behaviours should the ideal candidate be expected to demonstrate?
What experiences is the ideal candidate expected to have had?
How much it focus on the organization itself?
e.g. Its size, history, industry sector, products/services, etc.
TOTAL (words)


Template D:  IRIS analysis of  manager role description features

Which features in this manger role description did you notice particularly? Explain.



  • What are your thoughts and feelings about this manger role description?



What image of the organization does this manger role description convey to you?



What personal knowledge or experiences underpin the inferences that you have made?


Template E: Fayol’s managerial activities: Statements in manager role profiles

Insert any mentions of any Fayol managerial activities found in the manager role profiles

Activity Manager role profile A Manager role profile B
  1. Forecasting

Predicting  what will happen in the future

  1. Planning

Devising a course of action to meet that expected demand.

  1. Organizing

Allocating separate tasks to different departments, units and individuals

  1. Motivating

Providing direction to employees,

  1. Coordinating

Monitoring progress to ensure that plans are being carried out properly.

  1. Controlling

Monitoring progress to ensure that plans are being carried out properly.

Missing activities?

Management activities named in the role profile, but not classifiable under the previous headings



Template F Mintzberg’s management roles: Statements in manager role profiles

Insert any mentions of any of Mintzberg’s management roles in the manager role profiles

Mintzberg Manager role profile A Manager role profile B
  1. Figurehead

– represents organization publically and in writing


  1. Leader

– leads team to achieve targets; motivating staff and creating necessary working structures.

  1. Liaison

– maintains network of contacts, inside and outside own team through meetings, phone, calls, emails

  1. Monitor

– scans environment  for information to better understand working of own organization

  1. Disseminator

– transmits feedback fro m outsiders to internal staff

  1. Spokesperson

– transmits information of policies, actions and results to members of public

  1. Entrepreneur

– scans work environment, initiates planned and voluntary changes

  1. Disturbance handler

– takes corrective action in response to  involuntary / unexpected changes

  1. Resource allocator

– allocates tasks / resources; budgeting; assigning personnel to tasks; setting targets

  1. Negotiator

– participates in sales / labour negotiations, resolves arguments, internal disputes

Missing roles?

Manager roles named in the role profile, but not classifiable under the previous headings



MOC 2014-15 Assignments 03. Manager role profile assignment – Managerial work Answer each part separately, indicated by its letter (a) In what ways are your two manager role profiles similar and different in terms of their visual and content features, and their balance of information? What message do they send about each company? Analyze the two manager role profiles using templates A, B, C and D. Include these completed templates in your appendix. (25%) (b) In what ways are your two manager role profiles similar and different in terms of the Fayol’s and Mintzberg’s frameworks? Analyze the two profiles using Fayol’s framework (template E) and Mintzberg’s framework (template F). Include research and reading as appropriate. Insert your completed templates into the appendix. (25%) (c) What omissions can be found in the contributions of Fayol and Mintzberg in terms of what managers do? Can you add any missing managerial activities or management roles or changing or removing others? Relate this to criticisms of the two frameworks. Use the readings in the reading list marked CR (critical) to support your suggestions ((25%). (d) Using one of the elicitation interview formats, question a manager about the various aspects of their role within the organization (see below) Relate your interviewee’s answers to the academic literature reviewed in your previous three answers (25%) Your assignment should be 2,500 words long; your references and appendices are excluded from the word count; and it is due in on the 4th March 2015. Briefing You should obtain two managers’ role profiles (job descriptions). Use your own current workplace contacts or approach your relatives, friends or a past / present employer, to obtain these two profiles. One of your two manager role profiles should be that of a manager whom you could interview. For the other, if needed: • Search the executive employment advertisements in newspapers (e.g. Financial Times, The Times, Daily Telegraph, The Guardian, Herald, Scotsman); or in Sunday newspapers (Sunday Times, Sunday Telegraph, Observer); magazines (The Engineer; The Economist, New Scientist, Marketing Week) or on the web, which include the word ‘Manager’ (e.g. ‘Department manager, Marketing manager, Factory manager, Unit manager). • These advertisement usually invite readers to obtain further information about the job/post by directing them to the organization’s website (e.g. ‘For all the details go to: http://…). Visit the website given and locate the details of the position being advertised. It should one or two pages long, and contain a list of duties and responsibilities. It specifies what the manager is expected to do. It lists 8-10 or more activities or roles. Print it off. Begin by studying the slides from the relevant lecture sessions. Then consult the basic and specialist reading (see below), as well as any relevant websites, to familiarize yourself with the relevant theories and research associated with managerial work – Fayol’s managers’ activities and Mintzberg’s managerial roles. Then use any of templates from the Techniques Toolbox to help you analyze your managers’ role profiles (job descriptions), Part (a) asks you to compare the visual and content features of your two manager role profiles. Someone has consciously approved the fonts, colours and layout, and has agreed to the content. Use the templates to help identify what that company image being portrayed through these role profiles. Part (b) asks you to analyze the content of each manager role profile using the Fayol and Mintzberg frameworks. See if any of the profile descriptions match up with any of Fayol’s activities or management roles. Note those that do not.. Part (c) asks you to critically assess the Fayol and Mintzberg frameworks regarding managerial work, Identify any management activities or roles that are missing from either of the two frameworks. Part (d) of the question asks you to interview a manager (but not in the traditional way) to obtain their views about their role within their organization. Choose one of the three types of elicitation interview (avoiding the usual ‘question-answer’ interview). The instructions to your interviewee for each type of interview are shown below. Their comments should be related back to your earlier academic reading. Elicitation interview type Instruction to your interviewee Drawings If you had to divide your day into five main buckets of activities, draw the contents of each bucket. Photographs Take photographs that illustrate aspects of your work in this organization and answer the question of what it’s like to be a manager here? Objects Which activities or roles • do you perform most frequently • are most important • are most liked or disliked by you Are there any activities that you perform but which are omitted from the role profile? If you were able to alter aspects of your role in this organization, what changes would these be and why? Begin by studying the slides from the relevant lectures. Use the key terms at the start of each lecture to familiarize yourself with the general concepts, theories, author names and research findings relevant to this assignment. Then, consult some of journal articles from the Specialist Reading list, and locate any relevant websites. Only use newspapers, web pages, magazines and blogs sparingly, and then only for illustrative purposes. None of these are reliable sources of information. Use the templates from the Techniques Toolbox which are located on the MOC Moodle, next to this briefing file. Assignment reading The answers in your assignment essay should incorporate material obtained from at least 2 textbooks taken from the Basic Reading list, and at least 4 journal articles chosen from the Specialist Reading list. The wider the range of your reading included in your assignment essay, the better. ***************** Basic reading list – alternatives Management and organization behaviour textbooks can be found shelved in the Main Library 6 th floor at call numbers: Economics C310; Economics C380 and Economics S537-S540. Use earlier editions of these same books. Consult the index of these books, use the key terms listed in the session slides, to locate the relevant pages to read (e.g. departmentalization, hierarchy, span of control, line and staff employees, etc.). Printed volumes of academic journal are shelved in the same floor, alphabetically by journal title. They are also accessible through the library internet. (Library/ Journals) Use key terms from the lecture notes and the subject index at the back of the books below, to locate material relevant for your assignment question. Huczynski, A.A. and Buchanan, D. and (2013), Organizational Behaviour, Prentice Hall / Financial Times, 8th edition. Boddy, D. (2008), Management: An Introduction, Prentice Hall (Economics C.580.7) Bratton, J. et al. (2010), Work and Organizational Behaviour, second edition, Palgrave (Economics qC580.7 BRA) Clegg, S. et al. (2008), Managing and Organizations, second edition, Sage (Economics C310 CLE4) Colquitt, J.A., Lepine, J.A. and Wesson, M.J. (2009), Organizational Behaviour, McGraw Hill Irwin (Economics C580.7 COL) Daft, R.L. (2008), New Era of Management, Thomson South Western (Economics qC310 DAF), Daft, R, L and Marcic, D. (2009), Management: The New Workplace, South-Western (Economics C310 DAF) Daft, R.L., Kendrick, M. and Vershinina, N. (2010), Management, Cengage Dobson, P., Starkey, K. and Richards, J. (2004), Strategic Management: Issues and Cases, Blackwell, Oxford George, J.M. and Jones, G.R. (2007), Understanding and Managing Organizational Behaviour, Pearson Prentice Hall (Economics qC580.7 GEO) Greenberg, J. and Baron, R.A. (2008), Behaviour in Organizations, Pearson Prentice Hall (Economics qC580.7 GRE2) Griffin, R.W. (2002), Management, 7/e, Houghton Mifflin, Hannagan, T. (2008), Management: Concepts and Practices, fifth edition, Financial Times Prentice Hall (Economics C310 HAN5) Johnson, G. and Scholes, K. (2002), Exploring Corporate Strategy, Financial Times / Prentice Hall, Harlow, Essex Johnson, G., Scholes, K. and
Whittington, R. (2005), Corporate Strategy: Text and Cases, seventh edition, Financial Times Prentice Hall, Harlow, Essex Knights, D. and Willmott, H. (2007), Introducing Organizational Behaviour and Management, Thomson (Economics qC580.7 KNI) Linstead, S., Fulop, L. and Lilley S. (2009), Management and Organization: A Critical Text. Second edition, Palgrave, (Economics C310.LIN3) Martin, G. and Fellenz, M. (2010), Organization Behaviour and Management, fourth edition, (Economics C580.7 MAR) McKenna, E. (2006), Business Psychology and Organisational Behaviour: A Student’s Handbook, fourth edition, Psychology Press, (Economics S537.MACKE) Mullins, L.J. (2010), Management ad Organisational Behaviour, ninth edition (Economics C580.7.MUL). Quick, J.C. and Nelson, D.L. (2009), Principles of Organizational Behaviour, sixth edition, South-Western Cengage, Robbins, S.P. and Judge, T.A. (2007), Organizational Behaviour, twelfth edition, Financial Times, Prentice Hall Economics C580.7 ROB8. Robbins, S.P., Judge, T.A. and Campbell, T.T. (2010), Organizational Behaviour, Financial Times Prentice Hall, Economics C580.7 ROB9 Rollinson, D. (2008), Organisational Behaviour and Analysis: An Integrated Approach, fourth edition, (Economics C580.7 ROL) Slocum, J.W. and Hellriegel, D. (2009), Principles of Organizational Behaviour, South Western Cengage,(Economics qC580.7 SLO). Woods, S.A. and West, M.A. (2010), The Psychology of Work and Organizations, South Western Cengage Learning, Any other introductory organization behaviour or management textbook is equally acceptable. Specialist academic journal article reading The answers in your assignment report should incorporate material obtained from at least 4 academic journal articles The wider the range of your reading included in your assignment essay, the better. These articles can be accessed through the university library using the procedure blow: 1. Go to the ‘Articles’ tab on the library home page at: i. 2. Insert title of the required journal article, e.g. ‘Working at McDonald’s: Some redeeming features of McJobs’ and then click ‘Search’ You will receive details of the article, e.g. Then click on ‘Full Text Online’ 3. This takes you to the publisher’s website – then click on the publisher’s name, 4. This will take you to the full text of the journal article, either in pdf or in html format. Alternatively: Type in the name of the required journal at: Then locate the electronic version of the journal, finally selecting its volume number and part number; and then scrolling to the required page range Alternatively still: Insert your required journal article title into Google Scholar: To quickly extract the journal author’s key findings or arguments from their academic article: 1. Read the abstract at the front of the article to check the article’s relevance. 2. Read the Introduction that follows it, explaining what their article is about. 3. Jump to the end of the article, and read the Discussion or Conclusion sections. Summarize author’s key points in 1-2 sentences, and incorporate them into your answer. ***************** Specialist academic journal articles Bandlea, O., Guiso, L., Prat, A. and Sadum, R. (2011), What Do CEOs Do?, Harvard Business School Working Paper, February Carroll, S.J. and Gillen, D.J. (1987), ‘Are the classical management functions useful in describing managerial work?, Academy of Management Review, vol.12, no.1, pp. 38-51 (CR) Fells, M.J. (2000), ‘Fayol stands the test of time’, Journal of Management History, vol.6, no.8, pp.p345-60 DeLon, B. (1994),’Job descriptions: What they are and what they can be’, College and Research Libraries News, vol.55, no.6, pp. 339-340 Hales, C.P. (1986), ‘What do managers do?: A critical review of the evidence’, Journal of Management Studies, vol.23, no.1, pp. 88-115 (CR) Hales, C. (1999), ‘Why do managers do what they do? Reconciling evidence and theory of accounts of managerial work’, British Journal of Management, vol.10, pp. 335-50 (CR) Jackson, J.F.L and Peterson, K.D. (2004), ‘Executive behaviour: an examination of selected studies for three decades of administrative work across organizational settings, industries, and contexts, Journal of Leadership & Organizational Studies, vol.10. no.3, pp.82-90 (CR) Kotter, J.P. (1999), ‘What effective general managers really do’, Harvard Business Review, vol.77, no.2, pp.145-159. Kraut, A.I. Pedigo, P.R., McKenna, D.D. and Dunnette, M.D. (1989), ‘The role of the manager: What’s really Important in different management jobs’, Academy of Management Executive, vol. 3, no. 4, pp. 286-293 Lamond, D. (2003), ‘Henry Mintzberg vs Henri Fayol: Of lighthouses, cubists and the emperor’s new clothes’, Journal of Management and Entrepreneurship, vol.8, no4, pp5-23 Marglin, S.A. (1974), ‘What do bosses do? The origins and functions of hierarchy in capitalist production’, Review of Radical Political Economics, vol.6, no.2, pp.60-112 (CR) Martinko, M. and Gardner, W.L. (2007), ‘Structured observation of managerial work: A replication and synthesis’, Journal of Management Studies, vol.27, no.3, pp. 329-357 (CR) Meindl, J.R. and Ehrlich, S.B. (1987), ‘The romance of leadership and the evaluation of management performance’, Academy of Management Journal, vol.30, no.1, pp. 91-109 Mintzberg, H. (1973), ‘A new look at the chief executive’s job’, Organizational Dynamics, vol.1, no.3, pp.21-30 Mintzberg, H. (1975) ‘The manager’s job: folklore and fact’, Harvard Business Review,, pp. 49-61. Pinto, P.R. and Tornow, W.W. (1975), ‘Job descriptions for executives’, Academy of Management Proceedings, pp.228-230 Pryor, M.G. and Taneja, S. (2010), ‘Henri Fayol, practitioner and theoretician – revered and reviled”, Journal of Management History, vol.16, no. 4, pp.489-503 Reid, D. (1995), ‘Reading Fayol with 3D glasses’, Journal of Management History, vol.1, no.3, pp. 63-71. Shortt, G. (1989), ‘Work activities of hotel managers in Northern Ireland: A Mintzbergian analysis’, International Journal of Hospitality Management, vol.8, no.2, pp.121-30 Smith, I. and Boyns, T. (2005), ‘British management theory and practice: the impact of Fayol’, Management Decision, vol. 43, no.10, pp.1317-1334 Stewart, R. (1989), ‘Studies of managerial jobs and behaviour: the way forward’, Journal of Management Studies, vol.21, no.3, pp 323-30 Vie, O.E. (2010), ‘Have post bureaucratic changes occurred in managerial work?’, European Management Journal, vol.26, no.2, pp.182-194/ Whitley, R. (1989), ‘On the nature of managerial tasks and skills: their distinguishing characteristics and organization’, Journal of Management Studies, vol.26, no.3, pp.349-68 Willmott, H. (1984), ‘Images and ideals of managerial work: a critical examination of conceptual and empirical accounts’, Journal of Management Studies, vol.21, no.3, pp. 349-68 Willmott, H. (1987), ‘Studying managerial work: a critique and a proposal’, Journal of Management Studies, vol. 24, no.3, pp. 249-70 Other academic journal articles on managerial work are equally acceptable