Each of these managerial roles is equally important as the success of a business or organization is dependent on all of them in equal proportion. Adapting an organization to its environment enables it to fit into the industry such that the activities carried out by the managers contribute to the success of the organization. By making an organization adapt to an environment, the manager enhances chances of gaining support from other managers in the same business and to some extent the articulation process is attained with much ease (Mintzberg, 1980).
Articulation is a major aspect of adapting into an environment as it increases an organizations chance of gaining support from other organizations in relation to their values, mission and vision.
Consequently, the internal structures of an organization are often formulated in line with the values, mission and vision such that the amount of support determines the successful implementation of the internal structures. Thus for an organization to develop a formidable productivity record, the managers have to establish a strong foundation of the organization based on these three roles (Mintzberg, 1980).
The three roles are inversely dependent on each other such that they are interlinked and laying much effort on one cannot result in effective management hence equal measures should be given to each.
Good interpersonal skills are required by managers who are striving to come up with appropriate internal structures or those who are trying to gain support to achieve their mission and vision. When establishing an organization into a new environment high degree of decision making skills is required, as well as, knowledge of how similar businesses have managed to adapt to the new environment (Mintzberg, 1980).
Mintzberg, H. (1980), the nature of managerial work. Prentice Hall.