In my personal life, I have seen some managers at work as
casual observer and Mintzberg’s definition of the roles of the managers was
present in their overall duties, which I now realise from my recollection of
their jobs. One such manager whom I observed was director general of foreign
economic relations office in ministry of trade in Iraq and his role was to use the
financial information regarding trade into decisions that would benefit the
overall economy. His duties included all the role of managers as defined by the
Mintzberg’s functions of management, yet he failed to perform them better. For
instance, the information-processing role is one of
the first duties of the director general of foreign trade relations. One of the
traits that I did not like were related with his way of work. I observed that
he had no dedication to the analysis of financial information operational cost
ledger to decide on the foreign economic relations that is considered as one of
the crucial benefits of the country of Iraq. Therefore, the role of the manager
in using the operational information on the other countries and developing the possible
benefits and deficits for the treaties and trade agreements did not seem to be
important to him.
The decision-making role of the manager depends on his future
planning of the economic relations in trade and information processing regarding
the financial possibilities on benefit and the risks that are mostly observed in
any new proposal for foreign investment or trade agreements. However, I
observed that manager did not take stock of the situation and therefore was not
able to make possible analysis of the information to guide the decision of the
ministry regarding any economic relations.
In addition to this his ability to work with various sources of
information collection and analysis did not extract properly due to which he
was unable to put together the big picture of testament to his interpersonal
skills that failed him to succeed in the role.
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