Question A: A group can be defined as a small group of people with complementary skills and abilities who are committed

to a leader's goal and approach and are willing to be held accountable by the leader "A team is a small group of people with complementary skills and abilities who are committed to a common goal and approach for which they hold each other accountable." Question C: The interpersonal Roles Figurehead: The simplest of managerial roles, that of figurehead Identifies the manager as a symbol, obliged to carry out a number of social, inspirational, legal, and ceremonial duties In addition, the manager must be available to certain parties that demand to deal with him because of his status or authority. Leader The leader role identifies the managers relationship with his subordinates He defines how subordinates work, motivates them, probes into their activities to keep them alert, and takes responsibility for hiring, training, and promoting them The manager attempts to bring subordinate and organizational needs into a common accord to promote efficient operations The leader role pervades virtually all the managers activities in which subordinates are involved, even those whose main purpose is not interpersonal The power of the manager is most clearly manifested in the leader role Liaison In the liaison role the manager develops a network of contacts outside of his organisation in which information and favours are traded for mutual benefit Managers spend considerable amounts of time performing this role first by making a series of commitments to establish these contacts and then by carrying out various activities to maintain them. Evidence suggests that the manager serves as a nerve centre of his organisations information His unique access to all subordinates and to special outside contacts (many of them nerve centres of their own organisations) enables the manager to develop a powerful data base of external and internal information In effect, the manager is his organisations generalist with all the non-routine information.

The Informational Roles Spokesman As spokesman, the manager must serve as an expert in the field in which his organisation operates The manager must take full responsibility for his organisations strategy-making system, the system by which important decisions are made and interrelated He has the necessary authority and information, and by having control over all important decisions he can integrate them As spokesman the manager must transmit information to various external groups He must act in a public relations capacity; lobby for his organization; keep key influencers (board of directors or boss) informed; inform the public about his organizations performance, plans, and policies; and send useful information to his liaison contacts Disseminator The manager serves as the focal point for his organisations value system As disseminator the manager sends information into his organisation and internal information from one subordinate to another This information may be of a factual or value in nature The dissemination of values occurs in terms of specific statements on specific issues, Manager assimilates and combines information according to the power of the source, and disseminates within the organisation to subordinates who use it as a guide in decision-making The information is often in the wrong form-verbal or in memory rather than documented, hence dissemination of it is time-consuming and difficult The manager must spend a great amount of time disseminating information, or delegate with the understanding that the job will be done with the use of less information than he has Monitor As monitor the manager continually seeks and receives information from a variety of sources in order to develop a thorough understanding of the organization and its environment Information arrives on internal operations, external events, ideas, and trends, and in the form of queries and analysis. A good part of the managers information is current, tangible, and non-documented Hence the manager must take responsibility for the design of his own information system, which he does by building liaison contacts and by training subordinates to bypass their superiors in delivering information to him The manager uses his information to detect changes, to identify problems and opportunities for determining organisational values, to build up a support system for decision-making, and to inform outsiders and subordinates The Decisional Roles Disturbance Handler

 Disturbances may arise from conflicts between subordinates, conflicts within the organisation, losses of resources or threats thereof Manager must assumes the role of disturbance handler As the organisations generalist the manager must take charge when his organisation meets with an unexpected stimulus for which there is no clear programmed response Disturbances arise both because Poor managers are insensitive and because innovation by good managers inevitably leads to unanticipated consequences Faced with a disturbance, the manager gives it priority and devotes his efforts to removing the stimulus - to buying time so that it can be dealt with leisurely by an improvement project Entrepreneur As entrepreneur the manager continually searches for problems and opportunities to initiate changes in his organisation When a situation requiring improvement is found, the manager initiates an improvement project by undertaking series of related decisions and activities, over a period of time, that lead to the actual improvement Senior managers undertake supervision of improvement projects These vary widely in stage of development, with some under active development, some in limbo, and some nearing completion Each is worked on periodically, during which the manager waits for the feedback of information or the occurrence of an event Resource Allocator In his resource allocator role the manager oversees the allocation of all forms of organisational resources (such as funds, manpower reputation) This involves three essentials programming the work of the organisation scheduling his own time authorising actions

Negotiator As negotiator the manager takes charge when his organisation must engage in important negotiation activity with other organisations He participates as: Figurehead Spokesman Resource allocator