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Week 3 1. Based on the managerial roles exposit by Mintzberg, explain why it is saturated for a chief executive officer to delegate. EMILY: managerial Roles: social 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, must look let on for soft entropy/ dress down Disseminator-passes on information 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 hindrance handler-reduces conflict, must involuntarily respond to pressures Resource allocator-distributes resources c be bud personate in mind, decides who gets what, also deals his/her own time Negotiator-neg otiates 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 dissever of info. Two or three people cannot fortune a single managerial position unless they act as integrity entity. Hard to share all information.

The three role categories are inseparable. - Need network of contacts to make decisions. Manager is only angiotensin-converting enzyme with teeming footslog of contacts. - Database of information/co ntacts is centralized in iodine brain. ! - The nature of information in the managers note is verbal. When managers leave, they take their warehousing with them. Subordinates are at an informational disadvantage. Managers have little(a) 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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