What is role management in the system and what does it do

The operation authority of users in the system is controlled by roles, which can be understood as groups of users with certain operation permissions.

The system predefines two types of roles: system roles and business roles.

First, the permissions of the system role are used to control customer management.

System settings, permissions of the work center module, and the system is preset with super administrators.

Roles such as general manager, department manager, employee, cashier, etc., in which the super administrator permissions cannot be modified, and the other roles can be modified. System roles can be added, modified, and deleted according to the actual needs of the company;

Second, the authority of the business role is used to control the set of accounts.

The right to use each module. The business role system is preset with roles such as set of account administrator, bookkeeper, viewer, tax preparer, etc., and the operation permissions of each role can be modified.

You can add, modify, and delete business roles based on your company's actual needs. When you set operation permissions for a user, you need to specify the system role corresponding to the user after creating the user, and then specify the business role of the user when dispatching the account set. In this way, users are assigned certain system roles and business roles, and automatically inherit the operation permissions granted to the roles.

Set the nature, permissions, and categories for roles (users). and other functions.

If you're asking about a management system, then it's about setting which department and what position a person is, and giving them the appropriate permissions.

The managerial role theory was discovered and proposed by Henry Mintzberg. He found that managers play ten roles, which can be grouped into three broad categories: interpersonal roles, information roles, and decision-making roles.

1. Interpersonal roles are attributed to the formal rights of managers. The three interpersonal roles played by managers are the representative role, the leader role, and the liaison role.

2. In the information role, the manager is responsible for ensuring that the people who work with him can get enough information.

3. In the decision-making role, managers process information and draw conclusions. Managers are responsible for making decisions and allocating resources to ensure that the decisions are implemented.

The manager role school is a management school that emerged in the West in the 70s of the 20th century

The roles of project members in the process of project management are generally divided into project stakeholders, project managers, core members of the project, non-core members of the project, and other personnel of the project. I hope my answer will be helpful to you! Help give points!

Managerial Role Theory.

Henry Mintzberg's research on managers found that managers play 10 different, but very related, roles in an organization, and these ten roles can be combined into three areas, namely; interpersonal relationships, messaging and decision-making.

Interpersonal aspects:

1 Named head; A symbolic head of state must fulfill many routine obligations, both legal and social. For example, greeting visitors and signing legal documents.

2 Leaders; Responsible for motivating and mobilizing subordinates, responsible for staffing, training and interaction. For example, participating in activities with the participation of subordinates.

3 Contacts; Maintain a self-developed network of external contacts and contacts to provide favors and information to people. For example, sending thank-you letters, working on external committees, etc.

In terms of messaging:

4 Listeners; Seek and obtain a variety of specific information in order to gain a thorough understanding of the organization and environment; Serves as the nerve center of internal and external information of the organization. For example, reading journals and reports, and maintaining personal contact.

5 Communicators; The information obtained from outsiders and subordinates is passed on to the rest of the organization--- some of which are information about the facts, and some of which are the various values of the influential figures of the organization are explained and synthesized. For example, information exchange sessions are held.

6 Speakers; disseminate information about the organization's plans, policies, actions, results, etc., to the outside world; As an expert in the industry in which the organization operates. For example, holding a board of directors and releasing information to **.

Decision-making:

7 Entrepreneurs; Seek opportunities in the organization and environment, develop improvement plans to initiate change, and oversee the planning of certain programs. For example, formulating strategies, checking the implementation of meeting resolutions, etc.

8 Chaos Master; Responsible for taking remedial action when an organization faces significant, unexpected disruptions. For example, check in times of chaos and crisis.

9 Resource allocators; Responsible for allocating the various resources of the organization --- in fact approving all organizational decisions. Such as scheduling, inquiry, delegation, engaging in various activities involving the budget and arranging the work of subordinates.

10 Negotiators; Acting as a representative of the organization in major negotiations. For example, participating in trade unions to negotiate contracts.

The role of the bureaucratic manager can be divided into three aspects: interpersonal relations, information, and decision-making.

1. Interpersonal relationships: the role of the nominal leader, the role of the leader, and the role of the liaison. According to Mintzberg, interpersonal roles arise directly from the formal power of managers.

Managers need to play a ceremonial role, leading employees to work together for corporate goals, working with individuals and groups within the organization, and building good relationships with external stakeholders. It is worth noting that Dulac has also proposed the "role of manager". In Dulac's view, management is an invisible force that must be manifested through managers at all levels, and the roles played by managers can be broadly divided into three categories:

Manage the organization, manage the managers, manage the workers and the work. Therefore, the core of management is to deal with all kinds of interpersonal relationships. This is very similar to the view of Mt. Mentzberg.

2. Information: the role of the receiver, the role of the communicator, and the role of the spokesperson. Focusing on the importance of information to managers, he argues that the key to decision-making is the grasp of information, and that managers are responsible for ensuring that the people they work with have enough information to do their jobs successfully.

People throughout the organization rely on management structures and managers to obtain or deliver the necessary information. Fundamentally, managers must be responsible for the flow of information in the organization. Barnard, an American management scientist, in his book "The Functions of Managers", mentioned three elements of formal organization:

common goals; willingness to contribute; Communication of information. Correspondingly, he highlighted three functions of managers:

1) Establish a common goal for the organization;

2) motivate the members of the organization to contribute to the achievement of the organization's goals;

3) Establish and maintain a system of information communication. It is the third information communication that links the first two functions. It can be said that information communication is the guarantee for the effective operation of the entire organization. It's the same thing as the nametzberg.

3. Decision-making: entrepreneur role, resource allocator, troubleshooter, negotiator role. Managers process information and draw conclusions, managers make decisions to keep the working group on course, and allocate resources to ensure that the plan is implemented, Mintzberg said.

Managers should be troubleshooters of organizational failures, handlers of crisis events, and negotiators, bargaining with various people and organizations.