Mintzberg suggests that managerial roles should encompass interpersonal, decisional, and informational roles. Clearly this is an idealized vision of the manager.
4.2 Do managerial models like this reflect the reality of day-to-day management? Explain. (400 words minimum)
Answers
Answer:
A young organization that was essentially a collaborative had a board chair who had had considerable experience on the boards of other, more traditional, organizations. She viewed her role, and that of the board in general, as 'The Boss', and felt that it was her and their prerogative to dictate policy without discussion. The director, on the other hand, was passionate about the collaborative nature of the program, and saw the board as only one element of many in the governance structure. Although they were personally quite fond of each other, the clashes between board chair and director were monumental and often public. The conflict was difficult for everyone, and wasn't effectively resolved until the board chair's term ended, and she was replaced by someone much more sympathetic to the collaborative model. It was only at that point that the organization actually jelled, and was able to plan its future development.
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Answer:
Answer:
A young organization that was essentially a collaborative had a board chair who had had considerable experience on the boards of other, more traditional, organizations. She viewed her role, and that of the board in general, as 'The Boss', and felt that it was her and their prerogative to dictate policy without discussion. The director, on the other hand, was passionate about the collaborative nature of the program, and saw the board as only one element of many in the governance structure. Although they were personally quite fond of each other, the clashes between board chair and director were monumental and often public. The conflict was difficult for everyone, and wasn't effectively resolved until the board chair's term ended, and she was replaced by someone much more sympathetic to the collaborative model. It was only at that point that the organization actually jelled, and was able to plan its future development.
Explanation:
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