Managerial Roles According to MITZBERG
Management expert Professor Henry Mintzberg has argued that a manager’s work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).
Mintzberg recognizes that managers have formal authority over the unit they manage and as a result of this formal authority and status managerial activities can be seen a set of ten roles.
This Category is Informational. By virtue of interpersonal contacts, both with subordinates and with a network of contacts, the manager emerges as the nerve center of the organizational unit. The manager may not now everything but typically knows more than subordinates do. Processing information is a key part of the manager's job. As monitor, the manager is perpetually scanning the environment for information, interrogating liaison contacts and subordinates, and receiving unsolicited information, much of it as a result of the network of personal contacts. As a disseminator, the manager passes some privileged information directly to subordinates, who would otherwise have no access to it. As spokesperson, the manager sends some information to people outside the unit.
1. Monitor. Seeks and receives wide variety of special information (much of it current) to develop thorough understanding of organization and environment; emerges as nerve centre of internal and external information of the organization. Handling all mail and contacts categorized as concerned primarily with receiving information (e.g., periodical news, observational tours). It is recognized in the work of Sayıes, Neustad, Wrapp, and especially Aguilar.
2. Disseminator. Transmits information received outsiders or from other subordinates to members of the organization; some information factual, some involving interpretation and integration of diverse value positions of organizational influencers. It is forwarding mail into organization for informational purposes, verbal contacts involving information flow to subordinates. Also, it is unrecognized (except for Papandreou discussion of "peak co-coordinator" who integrates influencer preference).
3. Spokesman. Transmits information to outsiders on organization’s plans, policies, actions, results, etc; serves as expert on organization’s industry. In the board meeting; he is handling mail and contacts involving transmission of information to outsiders. It is generally acknowledged as managerial role.
This Category is Interpersonal. As figurehead, every manager must perform some ceremonial duties. As leader, managers are responsible for the work of the people of their unit. As liaison, the manager makes contacts outside the vertical chain of command.
4. Figurehead. Symbolic head; obliged to perform a number of routine duties of a legal or social nature. Ceremony, status requests, solicitations. Sometimes recognized, but usually only at highest organizational levels
5. Leader. He is responsibilities for motivation and activation of subordinates; for staffing, training. Virtually all managerial activities are responsible by the leader involving subordinates. Most widely it is recognized of all managerial roles.
6. Liaison. Maintains self-developed network of outside contacts and informers who provide favors and information. It is the acknowledgment of mail; external board work; other activities involving outsiders. Largely it is ignored, except for particular empirical studies (Sayles on lower- and middle-level managers, Neustadt on U.S. Presidents, Whyte and Homans on informal leaders.
This category is Decisional. Information is not an end in itself; it is the basic input to decision making. The manager plays the major role in a unit's decision-making system. As its formal authority, only the manager can commit the unit to important new courses of action; and as its nerve center, only the manager has full and current information to make the set of decisions that determines the unit's strategy. As entrepreneur, the manager seeks to improve the unit, to adapt it to changing conditions in the environment. As disturbances handler, the manager responds to pressures from situations. As resource allocater, the manager is responsible for deciding who will get what. As negotiator, the manager commits organizational resources in real time.
7. Entrepreneur. Searches organization and its environment for opportunities and initiates "improvement projects" to bring about change; supervises design of certain projects as well. It is the strategy and review sessions involving initiation or design of improvement projects. Implicitly acknowledged, but usually not analyzed except for economist (who were concerned largely with the establishment of new organizations) and Sayıes, who probes into this role.
8. Disturbance Handler. It is responsible for corrective action when organization faces important, unexpected disturbances. Also, it is strategy and review sessions involving disturbances and cities. Discussed in abstract way by many writers (e.g., management by exception) but analyzed carefully only Sayles.
9. Resource Allocator. It is responsible for the allocation of organizational resources of all kinds, in effects the making or approval of all significant organizational decisions. Also, it is scheduling; requests for authorization; any activity involving budgeting and the programming of subordinates' work. Little explicit recognition as a role, although implicitly recognized by many who analyze organizational resource-allocation activities.
10. Negotiator. It is responsible for representing the organization at major negotiations. It is negotiation. Largely it is unrecognized (or recognized but daimed to be non managerial work) except for Sayles.
In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: “The manager who only communicates or only conceives never gets anything done, while the manager who only ‘does’ ends up doing it all alone.”
Refererence: http://www.egitimdergisi.hacettepe.edu.tr/199713BERR%C4%B0N%20BURGAZ.pdf
Management expert Professor Henry Mintzberg has argued that a manager’s work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).
Mintzberg recognizes that managers have formal authority over the unit they manage and as a result of this formal authority and status managerial activities can be seen a set of ten roles.
This Category is Informational. By virtue of interpersonal contacts, both with subordinates and with a network of contacts, the manager emerges as the nerve center of the organizational unit. The manager may not now everything but typically knows more than subordinates do. Processing information is a key part of the manager's job. As monitor, the manager is perpetually scanning the environment for information, interrogating liaison contacts and subordinates, and receiving unsolicited information, much of it as a result of the network of personal contacts. As a disseminator, the manager passes some privileged information directly to subordinates, who would otherwise have no access to it. As spokesperson, the manager sends some information to people outside the unit.
1. Monitor. Seeks and receives wide variety of special information (much of it current) to develop thorough understanding of organization and environment; emerges as nerve centre of internal and external information of the organization. Handling all mail and contacts categorized as concerned primarily with receiving information (e.g., periodical news, observational tours). It is recognized in the work of Sayıes, Neustad, Wrapp, and especially Aguilar.
2. Disseminator. Transmits information received outsiders or from other subordinates to members of the organization; some information factual, some involving interpretation and integration of diverse value positions of organizational influencers. It is forwarding mail into organization for informational purposes, verbal contacts involving information flow to subordinates. Also, it is unrecognized (except for Papandreou discussion of "peak co-coordinator" who integrates influencer preference).
3. Spokesman. Transmits information to outsiders on organization’s plans, policies, actions, results, etc; serves as expert on organization’s industry. In the board meeting; he is handling mail and contacts involving transmission of information to outsiders. It is generally acknowledged as managerial role.
This Category is Interpersonal. As figurehead, every manager must perform some ceremonial duties. As leader, managers are responsible for the work of the people of their unit. As liaison, the manager makes contacts outside the vertical chain of command.
4. Figurehead. Symbolic head; obliged to perform a number of routine duties of a legal or social nature. Ceremony, status requests, solicitations. Sometimes recognized, but usually only at highest organizational levels
5. Leader. He is responsibilities for motivation and activation of subordinates; for staffing, training. Virtually all managerial activities are responsible by the leader involving subordinates. Most widely it is recognized of all managerial roles.
6. Liaison. Maintains self-developed network of outside contacts and informers who provide favors and information. It is the acknowledgment of mail; external board work; other activities involving outsiders. Largely it is ignored, except for particular empirical studies (Sayles on lower- and middle-level managers, Neustadt on U.S. Presidents, Whyte and Homans on informal leaders.
This category is Decisional. Information is not an end in itself; it is the basic input to decision making. The manager plays the major role in a unit's decision-making system. As its formal authority, only the manager can commit the unit to important new courses of action; and as its nerve center, only the manager has full and current information to make the set of decisions that determines the unit's strategy. As entrepreneur, the manager seeks to improve the unit, to adapt it to changing conditions in the environment. As disturbances handler, the manager responds to pressures from situations. As resource allocater, the manager is responsible for deciding who will get what. As negotiator, the manager commits organizational resources in real time.
7. Entrepreneur. Searches organization and its environment for opportunities and initiates "improvement projects" to bring about change; supervises design of certain projects as well. It is the strategy and review sessions involving initiation or design of improvement projects. Implicitly acknowledged, but usually not analyzed except for economist (who were concerned largely with the establishment of new organizations) and Sayıes, who probes into this role.
8. Disturbance Handler. It is responsible for corrective action when organization faces important, unexpected disturbances. Also, it is strategy and review sessions involving disturbances and cities. Discussed in abstract way by many writers (e.g., management by exception) but analyzed carefully only Sayles.
9. Resource Allocator. It is responsible for the allocation of organizational resources of all kinds, in effects the making or approval of all significant organizational decisions. Also, it is scheduling; requests for authorization; any activity involving budgeting and the programming of subordinates' work. Little explicit recognition as a role, although implicitly recognized by many who analyze organizational resource-allocation activities.
10. Negotiator. It is responsible for representing the organization at major negotiations. It is negotiation. Largely it is unrecognized (or recognized but daimed to be non managerial work) except for Sayles.
In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: “The manager who only communicates or only conceives never gets anything done, while the manager who only ‘does’ ends up doing it all alone.”
Refererence: http://www.egitimdergisi.hacettepe.edu.tr/199713BERR%C4%B0N%20BURGAZ.pdf
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