Henry Mintzberg identified 10 managerial roles that fall into 3 categories: interpersonal roles involving interaction with people, informational roles related to exchanging and processing information, and decisional roles regarding using information in decision making. The interpersonal roles are figurehead, leader, and liaison. The informational roles are monitor, disseminator, and spokesperson. The decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator. Mintzberg's framework provides a multifaceted view of the varied work involved in management.
Henry Mintzberg identified 10 managerial roles that fall into 3 categories: interpersonal roles involving interaction with people, informational roles related to exchanging and processing information, and decisional roles regarding using information in decision making. The interpersonal roles are figurehead, leader, and liaison. The informational roles are monitor, disseminator, and spokesperson. The decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator. Mintzberg's framework provides a multifaceted view of the varied work involved in management.
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Henry Mintzberg identified 10 managerial roles that fall into 3 categories: interpersonal roles involving interaction with people, informational roles related to exchanging and processing information, and decisional roles regarding using information in decision making. The interpersonal roles are figurehead, leader, and liaison. The informational roles are monitor, disseminator, and spokesperson. The decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator. Mintzberg's framework provides a multifaceted view of the varied work involved in management.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online from Scribd
Mintzberg has drawn up a multifaceted concept of managers’ work, identifying
interpersonal, informational and decisional roles within the overall ‘umbrella heading’ of the term manager. Note that all 10 roles set out by Mintzberg, involve dealing with other people, even those that are not designated as interpersonal roles.
• Interpersonal roles – How a manager interacts with other people.
Description of actions Examples from managerial
practice requiring activation of corresponding roles 1. Figurehead Symbolic leader of the Attending ribbon-cutting organization performing duties of ceremonies, hosting social and legal character receptions, presentations and other activities associated with the figurehead role 2. Leader Motivating subordinates, Virtually all managerial interaction with them, selection operations involving and training of employees subordinates 3. Liaison Establishing contacts with Business correspondence, managers and specialists of other participation in meetings divisions and organizations, with representatives of other informing subordinates of these divisions (organizations) contacts
• Informational roles – How a manger exchanges and processes information.
1. Monitor (receiver) Collecting various data relevant to Handling incoming
adequate work correspondence, periodical surveys, attending seminars and exhibitions, research tours 2. Disseminator of Transmitting information obtained Dissemination of information from both external sources and information letters and employees to interested people digests, interviewing, inside the organization informing subordinates of the agreements reached 3. Spokesperson Transmitting information on the Compiling and organization’s plan’s, current disseminating information situation and achievements of the letters and circulars, divisions to outsiders participation in meetings with progress reports
• Decisional roles – How a manager uses information in decision making.
1. Entrepreneur (initiator Seeking opportunities to develop Participation in meetings
of change) processes both inside the involving debating and organization and in the systems of decision making on interaction with other divisions perspective issues, and also and structures, initiates in meetings dedicated to implementation of innovations to implementation of improve the organization’s innovations situation and employee well-being 2. Disturbance handler Taking care of the organizations, Debating and decision correcting ongoing activities, making on strategic current assuming responsibility when issues concerning ways of factors threatening normal work of overcoming crisis situations the organization emerge 3. Resource allocator Deciding on expenditure of the Drawing up and approving organization’s physical, financial schedules, plans, estimates and human resources and budgets; controlling their execution 4. Negotiator (mediator) Representing the organization in Conducting negotiations, all important negotiations establishing official links between the organization and other companies