Before I think about how I should view myself as a CEO of the company, Mitzberg (2005) explained that it is first important to determine how I should not view myself. This is in order to avoid the common “managerial pitfalls” that often leave managers stressed and burnt out. I should not view myself as the only person in the company that could get the job done. I should not view myself as a business troubleshooter whose there only to fix things on short term bases, and I should not view myself as more of an actor rather than a thinker.Instead, I must assume several roles in order to become an effective manager.
These roles are divided into three namely interpersonal, informational, and decisional roles. Interpersonally, I must act as the figurehead of the company. I must be prepared to represent the company to affiliates, competitors, and the community.
Internally, I am both a leader and a liaison. As a leader, I have to train and inspire those who work under me. The four vice presidents should view me more of a thinker than an actor; one who would rely on their individual abilities and expertise to get the job done smoothly.
They should view themselves as actors of my designs and realize that they each have a part to play in any strategy that I put forward. As a liaison, a manager should “maintain contact with entities outside the immediate chain of command” (Mitzberg, 2005).My informational roles are as monitor and disseminator. I should be able to view the company both in the large scale and the small. I must never make decisions that do not consider outcomes several months or even years into the future (Randall, 2001). As disseminator, I am tasked with holding critical information and determining when and to who such information should be made available.
Where decisional roles are concerned, I should see myself as an entrepreneur, initiating strategies that seek to improve profitability; as a disturbance handler, mobilizing immediate damage control whenever necessary without losing focus on the bigger picture; an allocator, determining which resources should be designated to which departments in order to ensure that the company is well-oiled; and a negotiator, brokering relations with internal and external entities that resolve grievances or establish agreements.;;;;;;;;;;;;;;;;;;;;;;;References:Mitzberg, H. (2005). The Manager’s Job. Harvard Press.Randall, A.
(2000) Elementary Business Management. Howard ; Sons: New Jersey