Zastupljenost i važnost menadžerskih uloga u menadžerskom poslu

Managerial roles are sets of behaviors that can be attributed to a managerial job. They are a specific way of behaving that comes from the managerial position and from the formal authority and status that the manager has in running the organization. A managerial job can be described through ten different managerial roles. According to the criterion of similarity, they are classified into three groups. We group them into those that basically deal with interpersonal relationships, information transfer and decision making. Interpersonal roles include all possible contacts of managers with subordinates, peers and superiors. The group of interpersonal roles includes representative, leader and liaison. Role information group refers to roles in which managers are focused on processing information in terms of collecting, processing and redirecting processed and unprocessed information. The group of information roles includes monitor, distributor and spokesperson. Decision-making roles involve decision-making and negotiation. The group of decision-making roles includes the entrepreneur, the controller, the resource allocator and the negotiator. Managerial roles apply to all levels of management and are interrelated. However, depending on different activities, sectors, goals, business strategies and other factors, individual roles may be more pronounced in some specific conditions or environment, which leaves space for further research on the representation and importance of managerial roles in a specific environment. The final paper analyzes the roles of managers who operate in two different sectors - public and private. The paper uses a qualitative approach and appropriate research techniques of induction, deduction, analysis, synthesis and comparison. The empirical part of this paper is based on a structured interview and case analysis. The managerial roles of the principal of primary education and the manager in a private company were analyzed. Data processing included deductive data analysis and frequency distribution analysis. The results of the research show a high degree of harmonization with the theoretical and conceptual framework but also certain differences between the actual application, perception of representation and perception of the importance of individual managerial roles from the perspective of managers operating in public and private sectors.