Anotated Bibliography
Si Zhi Ying Alan, 25368087, Anura Amarasena, Thursday 11am/ Friday 9am
Describe and discuss the importance of interpersonal roles that managers are required to perform. Use Mintzberg’s theory and evidence from your research to support your ideas.
Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2012). Management (6th ed.).
Frenchs Forest, NSW: Pearson Education
This source explains the managerial roles and their importance according to Henry Mintzberg. The source gives detailed explanations of the various roles, and its examples. An evaluation on why managers at different levels in the organization should take up various roles. I find this source useful because Mintzberg concluded that their actual work activities involved interacting with others, with the organization itself and with the context outside the organization. However, further studies suggest that interpersonal roles are only important at bottom line management. This source will provide me with some understanding of the topic, but detailed explanations are still required. (Robbins, Bergman, Stagg & Coulter 2012, pp15 – 16 and 32)
Mintzberg, H. (1994). Rounding out the Managers job, Sloan Management Review, 36(1), 211-226
In this article Mintzberg reviews the individual framework of management and the importance of a well-rounded job of managing. He explains why a manager’s job should not be isolated to one role but rather, integrated as managing has to be “well rounded.” Mintzberg listed how each role affect managers in various industries and how different managers may interpret their roles differently. I find this article barely useful because it does not touch entirely on interpersonal roles, and because majority of the context is the author’s personal opinion, thus the presence of biasness. It does however, sets me thinking on the importance of the integrated job of managing. (Mintzberg 1994, 211-226).
Lamond, D. (2003). Henry Mintzberg vs Henri Fayol: Of Lighthouses, Cubists
Describe and discuss the importance of interpersonal roles that managers are required to perform. Use Mintzberg’s theory and evidence from your research to support your ideas.
Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2012). Management (6th ed.).
Frenchs Forest, NSW: Pearson Education
This source explains the managerial roles and their importance according to Henry Mintzberg. The source gives detailed explanations of the various roles, and its examples. An evaluation on why managers at different levels in the organization should take up various roles. I find this source useful because Mintzberg concluded that their actual work activities involved interacting with others, with the organization itself and with the context outside the organization. However, further studies suggest that interpersonal roles are only important at bottom line management. This source will provide me with some understanding of the topic, but detailed explanations are still required. (Robbins, Bergman, Stagg & Coulter 2012, pp15 – 16 and 32)
Mintzberg, H. (1994). Rounding out the Managers job, Sloan Management Review, 36(1), 211-226
In this article Mintzberg reviews the individual framework of management and the importance of a well-rounded job of managing. He explains why a manager’s job should not be isolated to one role but rather, integrated as managing has to be “well rounded.” Mintzberg listed how each role affect managers in various industries and how different managers may interpret their roles differently. I find this article barely useful because it does not touch entirely on interpersonal roles, and because majority of the context is the author’s personal opinion, thus the presence of biasness. It does however, sets me thinking on the importance of the integrated job of managing. (Mintzberg 1994, 211-226).
Lamond, D. (2003). Henry Mintzberg vs Henri Fayol: Of Lighthouses, Cubists
References: Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2012). Management (6th ed.). Frenchs Forest, NSW: Pearson Education Mintzberg, H. (1994). Rounding out the Managers job, Sloan Management Review, 36(1), 211-226 Lamond, D. (2003). Henry Mintzberg vs Henri Fayol: Of Lighthouses, Cubists and the Emperor’s New Clothes. Journal of Applied Management and Entrepreneurship, 8(4), 5-23 Hunt, J. & Baruch, Y. (2002), Developing top managers: the impact of interpersonal skills Training. Journal of Management Development, 22(8), 729-752