The achievements of digital age lead to necessary transformation of current elements of management into the new successful composition of modern management in the 21st century. Digitization has affected new ways of monitoring business processes, employees and external stakeholders, causing a large amount of information to be processed and treated in the right way. In such a business environment, a new mindset of managers is required, the one that relies on social intelligence, media literacy, computer-like thinking and virtual collaboration. The topic of the research is the analysis of implementation of innovative interpersonal, information and decision-making role. The aim of the paper is to determine the need for redefining the existing management practices into innovation-oriented one. On the one hand, on the path of transformation of management roles there will be application of high density digital social networks and decentralization in order to multiply business relationships and form a large information database in which managers can be found as recipients, senders and spokespersons of information. The above mentioned networks should be oriented to networking with external stakeholders to provide market intelligence. In this way, managers access diversified information easier and faster and should recognize their compatibility with an organization’s nature and business area. On the other hand, managers are faced with a new strategic framework that indicates a set of possible decisions when assimilating and exploiting obtained information. Also, managers are challenged to leave the common decision-making path, which in many cases results in adoption of routine business decisions, and to move towards a non-linear and unstructured decision-making process, leading to the adoption of creative and innovative business decisions. The goal is forming a paradoxical decision-making framework that allows innovative behavior of organization, by making business decisions which are flowing towards situational changes and enabling realization of longterm sustainability in business. Since a manager as an individual decision maker can process only a smaller amount of new information, trends point to application of joint decision-making model. Implementation of innovative management roles was analyzed in 50 large companies on the territory of the Republic of Serbia. Analysis was performed using the Mann-Whitney test and correlation analysis. Research results indicate the existence of differences in organizations’ level of innovation, depending on whether they apply innovative oriented interpersonal roles and decision-making roles or not. Also, statistically significant correlation of high intensity emerged between the use of innovative oriented interpersonal management roles and the degree of innovation in organization, and medium intensity correlation between the application of decision-making role and organization’s degree of innovation. The above mentioned results of the study indicate the importance of redefining management roles through focus on innovation and the role of interpersonal and decision-making roles, applying new business models.

中文翻译：

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重新定义管理角色：对数字网络的响应和对大量信息的访问

数字时代的成就导致必要的管理要素转变为21世纪现代管理的新成功组合。数字化影响了监视业务流程，员工和外部利益相关者的新方法，从而导致大量信息以正确的方式进行处理和处理。在这样的业务环境中，需要一种新的管理者心态，即依靠社会智能，媒体素养，类似计算机的思维和虚拟协作的心态。该研究的主题是分析创新型人际关系，信息和决策角色的实施情况。本文的目的是确定需要将现有管理实践重新定义为面向创新的实践。一方面，在管理角色转变的道路上，将应用高密度数字社交网络和权力下放，以扩大业务关系并形成一个大型信息数据库，在该数据库中，管理人员可以作为信息的接收者，发送者和发言人。上述网络应面向与外部利益相关者联网以提供市场情报。通过这种方式，管理人员可以更轻松，更快速地访问各种信息，并且应该认识到他们与组织的性质和业务领域的兼容性。另一方面，管理人员面临着一个新的战略框架，该战略框架在吸收和利用获得的信息时会指示一系列可能的决策。此外，管理人员也面临着离开共同决策道路的挑战，在许多情况下，这会导致采用常规业务决策，并朝着非线性，无结构的决策过程迈进，从而导致采用创新性和创新性业务决策。目标是形成一个自相矛盾的决策框架，该框架可以通过制定顺应形势变化的业务决策并实现业务的长期可持续性来实现组织的创新行为。由于经理作为个人决策者只能处理少量的新信息，因此趋势表明联合决策模型的应用。分析了塞尔维亚共和国境内50家大公司中创新管理角色的执行情况。使用Mann-Whitney检验和相关分析进行分析。研究结果表明，组织的创新水平存在差异，这取决于它们是否应用面向创新的人际角色和决策角色。同样，在创新导向的人际管理角色的使用与组织中的创新程度之间，以及在决策角色的应用与组织的创新程度之间，存在中等强度的相关性。上面提到的研究结果表明，通过专注于创新以及应用新的业务模型，人际和决策角色的作用来重新定义管理角色的重要性。取决于他们是否应用创新型的人际关系角色和决策角色。同样，在创新导向的人际管理角色的使用与组织创新程度之间的显着统计学显着相关性，在决策角色的应用与组织创新程度之间的中等强度相关性。上面提到的研究结果表明，通过专注于创新以及应用新的业务模型，人际和决策角色的作用来重新定义管理角色的重要性。取决于他们是否采用创新型的人际关系角色和决策角色。同样，在创新导向的人际管理角色的使用与组织中的创新程度之间，以及在决策角色的应用与组织的创新程度之间，存在中等强度的相关性。上面提到的研究结果表明，通过专注于创新以及应用新的业务模型，人际和决策角色的作用来重新定义管理角色的重要性。决策角色的应用与组织创新程度之间的中等强度相关性。上面提到的研究结果表明，通过专注于创新以及应用新的业务模型，人际和决策角色的作用来重新定义管理角色的重要性。决策角色的应用与组织创新程度之间的中等强度相关性。上面提到的研究结果表明，通过关注创新以及应用新的业务模型来重新定义管理角色，人际关系和决策角色的作用非常重要。