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How Managers Can Apply Their Interpersonal Informational and Decisional Roles to Influence the Performance of Their Organizatio

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Leadership is the process of manipulating other people to achieve specified objectives or goals. From a business point of view, a manager is a person, who has been given the mandate to influence the employees of a given organization in order to achieve the organization goals. Therefore, leadership roles are to communicate ideas, motivating employees, and gaining their commitment, enthusiasm, and acceptance so that they can support and implement the organizational goals and objectives. A manager should be a person who can perform the following roles. 1. Interpersonal roles: Should be able to perform, symbolic and ceremonial skills. Should also be one who can direct and monitor the subordinates, through communication and counsel, and be one who can maintain links in information through mail, meetings, and phone calls. 2. Informational roles: Can seek and receives information by maintaining personal contact with stakeholders and scanning periodicals and reports, transmits the information to employees through reports, speeches and memos. 3. Decisional roles: An excellent manager is one who can come up with new ideas and delegate the idea responsibility to other persons. He should be one who can take the necessary action during crisis and disputes among his subordinates, a skilled negotiator who can represent his unit in budget, sales, purchases, and union contracts. Thematically, this paper seeks to show, by use of relevant case examples, how managers can influence successful performance of their organization through the application of the managerial skills discussed above. The three managerial roles will be discussed separately, in order to analyze each of them critically. Interpersonal roles Interpersonal skills are required, in order, for the manager to perform as a figurehead role in the organization, and this is considered to be a leading management function. An organization cannot succeed if the managers cannot direct and monitor their subordinates. In a case example. Intermatic Inc, a company located in spring Grove, Illinois was on the verge of bankruptcy. Jim miller, a former employee, was asked to return as president of the firm. He applied his interpersonal roles that enabled him to restructure the whole firm. he directed his staff and managed to bring the firm back from the edge of bankruptcy to its growth, profitability and survival (Lussier Achua, 2010). For a manager to have strong interpersonal skills he should be capable of performing the following roles. 1. The figurehead role: Any manager or leader in an organization is capable of performing this role. it includes the caring out of basic tasks such as, presiding at meetings, and signing important documents (Davis, 2006). 2. The leader role: This is the role that influences how most leaders perform all other roles, the tasks that are preformed in this role include tasks like. evaluation of employee performance, coaching and giving instructions, training and hiring new employees (Davis, 2006). 3. The liaison role: The liaison role is involved with the interacting and communicating with people outside the organization, and several tasks that include the developing of relationships, attending of professional meetings, maintaining contact with organizations and other people, and networking (Davis, 2006). Interpersonal skill is an individual’s capability to perform the above roles. In another case example, British airways hired a