Role frequency, Difficult roles - Organization, management...

Casting frequency

According to this feature, as a result of a survey of 33 managers, the results found in Table 1 were obtained. 16.

Table 16

Manager role title

Frequency of execution

Episodic

Periodic

Persistent

P-Administrator

3

3

27

P-organizer

1

4

28

P-psychologist

7

13

13

P-Economist

7

15

11

P-motivator

6

15

12

P-entrepreneur

12

11

10

P-technologist

8

11

14

P-Marketer

18

10

5

P-strategist

11

12

10

P-innovator

11

12

10

P-lawyer

20

10

3

P-Conflict Manager

18

5

10

P-executor of the commands top

8

11

14

If you add two frequencies - a constant and a periodic one - then the distribution of roles has the following form (in descending order): organizer (32), administrator (30), psychologist and motivator (26), economist (26), technologist meaning the order of the work) and the executor of the commands top (by 25), strategist and innovator (by 22), entrepreneur (21), marketer and regulator of conflicts (15), lawyer (13).

Role preference. Next, managers rated thirteen proposed roles on the basis of the most like In accordance with the results obtained, we grouped the roles from best of all to like least of all & quot ;. The preference for roles is the attitude of the leader to his role repertoire, which finds expression in various assessments.

The first place was taken by the organizer (19 people). In the second place were the roles of the innovator (13), the strategist (11) and the technologist (10). In third place - the role of the motivator (9), the administrator (8) and the psychologist (8). And, finally, the fourth group includes the roles of economist (4), lawyer (4), entrepreneur (3), conflict regulator (3), executor of commands top (2) and the marketer (1).

Thus, managers like the functions associated with the roles of the organizer, innovator, strategist and technologist. The following business model is obtained:

Define prospective and current goals and objectives - organize their execution - when I need to improve my work.

The least favorite role of the marketer turned out to be the most vulnerable, i.e. on it the leaders (in their opinion) had the least knowledge, skills and abilities. Thus, the less role competence, the stronger the fear of performing this role.

Difficult roles

In the proposed self-evaluation sheet, the leaders also noted the roles that are given to them with great difficulty. For the systematization of roles on this basis, the following graduation is introduced: the most difficult roles; the role of average difficulty; less difficult roles.

In the subgroup of the most difficult roles were the roles of the economist (15), the executor of the commands top (13), the entrepreneur (12), the lawyer (11), the marketer (10) and the conflict regulator (9).

According to managers, the difficulty of these roles is due to the apparent lack of economic, entrepreneurial, legal, marketing and socio-psychological training in relation to the characteristics of their own activities.

The subgroup of average difficulty was the roles of psychologist (6), administrator (4), strategist (4), innovator (4) and motivator (3).

The least difficult were the roles of the organizer (1) and the technologist (0).

The data obtained express the needs of the interviewed executives in certain knowledge, skills and abilities. At the same time, the needs of each of them, despite the same work profile, are individual. Therefore, the natural question arises: "How can they satisfy these needs?" In this regard, it seems important to solve the following problems.

The first is the preparation by specialists of a special kind of benefits that can be conditionally called literature for self-study, or "distance teacher". This is a special kind of educational literature that requires the creators of knowledge, skills and abilities in the field of so-called "didactic information."

The second is the possibility of mastering in a convenient form educational disciplines or one discipline of choice. As practice shows, educational marketing in high schools is on the "group level"; and is mainly focused on a complex of educational disciplines and trainees (as consumers), united in training groups. However, individual training is at the zero mark.

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