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INTRODUCTION

In this essay author will describe and critically evaluate the role of management and issues

and challenges face by the large multinational and small entrepreneurial organisations. By

observing managers’ day to day activities Henry Mintzberg has produced a theory andaccording to that theory Managers play ten management roles and these roles falls under 

three categories.

A MODEL OF MANAGING

INFORMATIONAL PLANE

Nerve Centre: While performing regular jobs sometime we get stuc and cannot perform

tas due to lac of understanding or no nowledge about particular job and don’t now how

to perform it. !herefore" we see help from our manager to help us in order to create clear 

understanding so we can perform tass in a best possible way. Manager’s role as #erve

$entre is re%uired good understanding and nowledge of his field so when team members

see help" and then he should be there to provide his nowledge in order to resolve issues

&Barnard '()*+. It doesn’t mean they now everything but they should now more than their 

subordinates. However" I have notice that most of the large multinationals prefer to hire

e,perienced and nowledgeable person as a manager in order to lead the team. -n the

contrary" entrepreneurial organisations rely on entrepreneur’s nowledge and e,perience for 

resolving issues and facing all sort of challenges.

Disseminator  Manager as disseminator do cross/pollinates lie bees. !here is no point in

collecting information and not using it appropriately with the related people in your team.

0isseminator’s role is to collect the internal and e,ternal information from various sources

and share it appropriately with the concern team members so they can get benefited with

such information &Mintzberg" 122(+. 3or e,ample disseminator collects the information lie

regulation changes" technological updates and trend and analyses and shares this with the

related team so they can tae appropriate measures to deal with potential threat" challengesor sometime opportunities. 0ue to enough available resources large organisations mae

themselves ready for overcoming the upcoming trade regulations and technological

changes" on the contrary" small organisation has no or very limited resources to collect such

sort of information on/time due to less people doing too many jobs" resulting punished by the

regulation or other e,ternal factors. However" there is no hard and fast rule in this regard as

we have seen 4oda as maret leader in camera manufacturing industry but they haven’t

understand the power of technology and didn’t step in the digital camera industry or stepped

in very late. !herefore" they are out of race in compare with #ion and $anon who shares

respectively 1*5 and 6)5 shares of digital camera maret.

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PEOPLE PLANE

Developing Individals

7nlie informational manager" interpersonal managers get involve in the process of doing

rather just collecting information and developing people is one of their job lie provide them

training" mentoring" teaching and counselling. 7sually managers perform this tas to

motivate and develop the sillset within the team but sometime they can e,pand their wor

organisational base. !his is the best e,ample of seeing managers actually doing something

to develop individuals. In large organisations developing individuals do not perform within the

organisation but most of the time they send their staff for specialist training outside but small

organisations can’t affording staff training outside the organisations this is why managers

shares their nowledge and wisdom with their colleagues so they can developed their sillset

and understanding in order to perform their jobs in a better manner.

Esta!lis"ing and #trengt"ening Cltre: !his is the ultimate role for a manager as chief 

e,ecutive officer to play a vital role in establishing and strengthening the culture. !he idea

behind establishing culture is to lead individuals or group of people to encourage them and

tae the best out of them. 7nlie decision making  as a form of controlling" culture is decision

shaping  as form of leading &Morris et al. '(*1+. Most of the managers thin if worers doing

their job in routine then they don’t need human intervention or motivation and that’s the point

where most of the managers fooled. !his sort of manager can be considering as energycentre of the organisation. In entrepreneurial organisations manager as chief e,ecuting

establish culture where he motivates and encourage people by paying them bonuses and

lead them from the front to strengthen the culture. -n the other hand chief e,ecutive in large

organisations has no direct interaction with the functional managers and their team to

motivate or encourage them.

ACTION PLANE

Managing Pro$e%ts:  Manager’s role as project manager determines as designer andinitiator through a controlled changed in the company. !he manager sees for opportunities

and identifies possible issues and challenges that may be the reason to stop him to tae

action. !his could be project improvement" mareting and projection of new product&s+"

recognition of formal structure" purchasing new e%uipment&s+ and strengthening department.

Manager can engage his activities in order to improve project in three possible ways. &'+ He

can shift the charge for designing and approval to his subordinates but he can eep the

power to change the person who is responsible of it. &1+ He may perhaps shift the power of 

design wor to his subservient but can eep the power of approval in his hands. &)+ He

possibly oversees the design/wor by himself &4raut et. al." 1226+. However" it has been

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noticed that project management in a large multinational and small entrepreneurial

organisation is e%ually challenging yet manageable. 8cale of projects in large organisations

often large as compare to small organisation" hence they have more human resource to

delegate the jobs. -n the contrary" entrepreneurial organisations have smaller and

manageable projects in order to maret and improve their business activities. 9s manager is

the hub of the power" therefore it can be challenging role for managers to perform.

Distr!an%e &andler: If project manager’s role focuses on designing and initiating to bring

proactive change to the department causes e,ploitation of opportunities. !hen disturbance

handler’s job is to correct the long ignored issues" dealing with the new competitors who

may cause a disturbance and necessary correction if re%uired. Manager’s role starts with

incidental activity or when routine brea down or when une,pected snags appear &8ayles"

'(:(+. !herefore" this role is e%ually challenging for both sort of organisations due topersonal sills and e,pertise re%uired as disturbance handler which may vary person to

person.

CONCLU#ION:

Manager’s role is always dynamic" it does never be static. !hough" Mintzberg’s role of 

management can be useful through outlining the organisational leadership" during

individual’s woring life it might possible that he may perform different managerial roles" but

it is impractical to e,pect that one person to fill each role in a large organisation. Instead"intelligent hiring managers will hire people with one or two specific roles in mind" thus

creating a team of managers capable of handling the wide variety of challenges in the

business world today. However" it has been noticed that small organisations widely rely on

the one person who can perform most of the managerial tass" hence" their performance

somehow compromised.

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