Minttzberg's Roles Of Management, By Henry Mintzberg
In 1916, the French industrialist Henri Fayol introduced the idea that a manager’s job was separated into four areas, planning, organizing, coordinating and controlling. Since that day little has changed when we describe what a manager does. This issue gives rise to a significant problem, how do we teach management? And how can we design courses that will allow us to make better-prepared managers? In this article Mintzberg sets out to find an answer as to what managers do, he studied all kinds of managers and leaders from different types of industries even going as far as looking at gang leaders.
In studying the different managers Mintzberg is also able to defunct the fours myths about a manager’s job. The first myth describes the manager …show more content…
Interpersonal roles include the figurehead role, the manager performs duties of ceremonial nature and many routine duties that had little importance or serious communication. In the leader role, the manager is responsible for hiring and training, motivating and encouraging their own staff. Lloyd, also states that a manager should provide plenty of positive feedback, as well as coaching, and give credit when the person with the new responsibility finds new ways to more effectively accomplish tasks. Employees want to know that their managers approve of their work, and most employees also want to be evaluated to get a better understanding of how they are performing. The liaison role has the manager communicating not only with their peers and units but also with outside individuals who might inspire new ways to do things or even new …show more content…
Even though different managers spend more or less time on the different roles, no manager can function without making use of all ten. A big part of the reason why the roles cannot be split between two or three managers is that as stated before, 78% or more of the communication is verbal and nonexistent in the MIS systems, and so it is difficult for the different managers to have the most current or all of the information at all times. In order to share a single managerial position all managers would need to act as one person, which would be
In studying the different managers Mintzberg is also able to defunct the fours myths about a manager’s job. The first myth describes the manager …show more content…
Interpersonal roles include the figurehead role, the manager performs duties of ceremonial nature and many routine duties that had little importance or serious communication. In the leader role, the manager is responsible for hiring and training, motivating and encouraging their own staff. Lloyd, also states that a manager should provide plenty of positive feedback, as well as coaching, and give credit when the person with the new responsibility finds new ways to more effectively accomplish tasks. Employees want to know that their managers approve of their work, and most employees also want to be evaluated to get a better understanding of how they are performing. The liaison role has the manager communicating not only with their peers and units but also with outside individuals who might inspire new ways to do things or even new …show more content…
Even though different managers spend more or less time on the different roles, no manager can function without making use of all ten. A big part of the reason why the roles cannot be split between two or three managers is that as stated before, 78% or more of the communication is verbal and nonexistent in the MIS systems, and so it is difficult for the different managers to have the most current or all of the information at all times. In order to share a single managerial position all managers would need to act as one person, which would be