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Mintzberg’s 10 Managerial roles:-
Professor Henry Mintzberg, born in Canada in 1939, is an internationally prominent academic and a prolific author of articles and books on management and business. He identified ten roles in managerial work. The roles are divided into three subcategories: interpersonal contact (1,2,3), information processing (4, 5, 6) and decision making (7, 8, 9, 10). Each of the roles is different and consists of behaviors and activities the manager has to perform:
(1) Figurehead – as the head of organization the manager performs all social, legal and ceremonial duties, like receiving visitors. Therefore, the manager is seen as symbol of prestige and authority;
(2) Leader – creates proper work atmosphere and motivates subordinates through overseeing their progress, promoting and encouraging their development;
(3) Liaison – maintains information links in and outside the organization, develops and maintains a network of external contacts to gather information and build knowledge bases;
(4) Monitor - gathers internal and external information important to the organization, deals with assessing internal operations as well as problems and opportunities which may arise, scans papers and reports, maintains interpersonal contacts;
(5) Disseminator – transmits factual and value-based information to subordinates, sends memos, makes phone calls;
(6) Spokesman – represents the organization in speeches and reports to stakeholders, keeping them informed;
(7) Entrepreneur – recognizes opportunities and areas of business development, initiates new projects, empowers and supervises teams in the development process;
(8) Disturbance handler – resolves conflict within the organization, takes corrective steps in case of company crisis, deals reasonably with external changes;
(9) Resource Allocator – is responsible for allocating and supervising financial, material and personnel resources;
(10) Negotiator – defends interests of
Professor Henry Mintzberg, born in Canada in 1939, is an internationally prominent academic and a prolific author of articles and books on management and business. He identified ten roles in managerial work. The roles are divided into three subcategories: interpersonal contact (1,2,3), information processing (4, 5, 6) and decision making (7, 8, 9, 10). Each of the roles is different and consists of behaviors and activities the manager has to perform:
(1) Figurehead – as the head of organization the manager performs all social, legal and ceremonial duties, like receiving visitors. Therefore, the manager is seen as symbol of prestige and authority;
(2) Leader – creates proper work atmosphere and motivates subordinates through overseeing their progress, promoting and encouraging their development;
(3) Liaison – maintains information links in and outside the organization, develops and maintains a network of external contacts to gather information and build knowledge bases;
(4) Monitor - gathers internal and external information important to the organization, deals with assessing internal operations as well as problems and opportunities which may arise, scans papers and reports, maintains interpersonal contacts;
(5) Disseminator – transmits factual and value-based information to subordinates, sends memos, makes phone calls;
(6) Spokesman – represents the organization in speeches and reports to stakeholders, keeping them informed;
(7) Entrepreneur – recognizes opportunities and areas of business development, initiates new projects, empowers and supervises teams in the development process;
(8) Disturbance handler – resolves conflict within the organization, takes corrective steps in case of company crisis, deals reasonably with external changes;
(9) Resource Allocator – is responsible for allocating and supervising financial, material and personnel resources;
(10) Negotiator – defends interests of