Managerial Roles in Architectural/ Engineering Consulting Firms of Nepal

Abstract

The aim of this study is to analyze the managerial roles performed by architectural/ engineering (A/ E) managers of Consulting Firms in Kathmandu Valley, Nepal. The study is a comparative-analytical study based on Mintzberg’s Managerial Model with ten roles that enable a manager to discharge his/ her duties more effectively and efficiently to their utmost abilities. Questionnaires were distributed among 69 A/ E consulting firms holding managerial positions. The data collected from the survey are analyzed based on managerial roles performed by A/ E manager from manager and employees’ viewpoints. Data is analyzed using the Statistical Package for Social Sciences (SPSS, 23) with descriptive statistics, t-value and p-value methods. The results from the data show that leader role as the most dominant role played by A/ E managers from the A/ E managers’ and employees’ perspectives. Further the data are analyzed in accordance with the age, experience and qualification of A/ E manager in order to check the differences in the performances of the managerial roles. The results of this study would be a framework for A/ E managers to evaluate their managerial practices and modify them as necessary.