Managerial Roles.

Abstract

Management is commonly described as getting things done through other people to achieve organizational objectives. This view of management is generic and lends itself to different interpretations. The job of the manager is therefore viewed in terms of roles or sets of behaviours that are specific to the position within any tourism and hospitality (T&H) organization. ‘Managerial roles’ are defined as the essential functions of the manager’s job. Managerial roles tell us what managers within a T&H organization actually do. They are a useful tool for setting the expectations for the manager, assessing the manager’s overall performance and identifying potential areas for further development. According to Mintzberg, managerial roles are classified into ten functions, which are divided into three key areas: interpersonal roles, informational roles and decisional roles. As illustrated in the figure, these three areas are interconnected. The formal status and authority of the manager are associated with the development of strong interpersonal relationships and related behaviours. To perform their interpersonal roles, managers need to collect and process information. These informational roles are fundamental in making strategic and operational decisions to ensure the sustained growth of the T&H organization.