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What exactly can be considered good management practices in the business world? To answer this pertinent question, it is important to know what skills a business manager should have and what roles they should play in the ever changing corporate climate. Unless managers fulfill majority of these important roles and display good management skills when managing people in a company, it will not be sufficient to conclude that the managers have carried out good business management practices.

The three categories of good managerial behavior include

1. Interpersonal: roles that involve people and other duties that are ceremonial and symbolic. Sub roles include figurehead liaison and most importantly, leader. Figurehead means symbolic head and a good manager is obliged to perform a number of routine duties of a legal or social nature like greeting visitors and signing legal documents. Liaison means maintaining self-developed network of outside contacts and informers who provide favors and information. Examples of liaison activities are acknowledging mail, doing external board work and other outsiders' activities. As a leader, a good manager is responsible for the motivation of subordinates; responsible for staffing and training, they perform almost all activities that involve subordinates.

2. Informational: involve receiving, collecting and disseminator internal and external data. Sub roles include monitor, disseminator and spokesperson. A monitor seeks and receives wide variety of internal and external information to develop through understanding of organization and environment-reading periodicals and reports as well as maintaining personal contacts. Disseminator role involve transmitting of information received from outsiders or from subordinates to members of the organization. Common disseminator activities are holding informational meeting and making phone calls to relay information. A spokesperson transmit information to outsiders on organization's plans, polices, actions, results, and also holding board meetings plus giving information to the media.

3. Decisional: revolve around making choices, typical roles being entrepreneur, disturbance handler, resource allocator and negotiator. The expected managerial entrepreneur searches organization and its environment for opportunities and initiates "improvement projects" to bring about changes by organizing strategy and review sessions to develop new programs. As a disturbance handler, the manger is responsible for corrective

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