decisions (Mintzberg‚ 1973). A manager plays an important role in decision making‚ thus‚ the Mintzberg’s decisional role will be the main concept discuss in this essay. Being a manager also means that Ms YKL plays a role as an entrepreneur. The role of an entrepreneur is to search for rooms for improvement in the organisation‚ and keep an eye on the rapid changing environment to seek for opportunities‚ and when a fine opportunity appears‚ the manager would initiate actions (Mintzberg‚ 1975). Her
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FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation; This role has to remain informed of all projects and issues at all times. Representing the organization they must be able to lead‚ inspire‚ and instill the confidence of all external or interpersonal business relationships to influence continued business opportunities for the organization. LEADER: fosters a proper work atmosphere and motivates and develops subordinates; This is one of the main functions
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The Roles Mintzberg published his Ten Management Roles in his book‚ "Mintzberg on Management: Inside our Strange World of Organizations‚" in 1990. The ten roles are: Figurehead. Leader. Liaison. Monitor. Disseminator. Spokesperson. Entrepreneur. Disturbance Handler. Resource Allocator. Negotiator. The 10 roles are then divided up into three categories‚ as follows: Category Role Interpersonal Figurehead Leader Liaison
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Mintzberg’s Ten Schools of Thought about Strategy Formation Model The Design School A process of conception Approach Clear and unique strategies are formulated. The internal situation of the organisation is used to match the external environment. Basis Architecture as a metaphor. Contributions Order. Reduced ambiguity. Useful in relatively stable environment Support strong and visionary leadership. The Planning School A formal process A rigorous set of steps are taken
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Henri Fayol - Administration Description With two exceptions‚ Henri Fayol’s theories of administration dovetail nicely into the bureaucratic superstructure described by Weber. Henri Fayol focuses on the personal duties of management at a much more granular level than Weber did. While Weber laid out principles for an ideal bureaucratic organization Fayol’s work is more directed at the management layer. Fayol believed that management had five principle roles: to forecast and plan‚ to organize‚ to
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Henry Amm Fayol or Mintzberg – Who is right? Date: 11/12/2011 Student Number: 110369257 Version 1.0 The task: Henri Fayol presented his analysis of the management function in 1916 and it has largely been superseded by the more descriptive approaches of what managers actually do‚ such that favored by Henry Mintzberg. However‚ it could be argued that the image portrayed by Fayol is superior to that of Mintzberg‚ and the latter’s description is of rather ineffective management! Who do you
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Mintzbergs Model on Organisational Structures The Five Parts This note summarises the key features of Henri Mintzbergs theory on the structuring of organisations‚ which he presented in his book The Structuring of Organisations and Structure in 5 ’s: Designing Effective Organizations in the early 1980s. According to Mintzberg organisations are formed of five main parts: Operating core Those who perform the basic work related directly to the production of products and services Strategic apex
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FOUR MANAGEMENT FUNCTION During early part of the twentieth century‚ Henri Fayol French industrialist proposed that all managers perform five management activities that are: plan‚ organize‚ command‚ coordinate‚ and control. But nowadays there management functions have been condensed to four: planning‚ organizing‚ leading and controlling. Managers exist in every business. In fact‚ managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory‚ the manager’s
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Introduction The theory our group will be discussing and explaining in depth is the leadership styles of top management using Mintzberg’s managerial roles. Mintzerg named ten different roles‚ all separated into three categories. The first category is interpersonal. This includes figurehead‚ leader‚ and liason. The second category is informational which includes monitor‚ disseminator‚ and spokesperson. The last category is decisional which includes entrepreneur‚ disturbance handler‚ resource
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Forecasts To enable the Operations manager to make good decisions‚ there is a need for long term forecasts (more than 5 years) and short-term sales forecasts (12 moths) Long -term market forecast - is usually outside the purview of the Operations. The forecast of carried out by Marketing staff and backed by economic‚ political‚ social and technological data. The forecast may take the form of a statement of anticipated output in volume and monetary form. It is from this forecast that the organization
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