Henry Mintzberg’s Managerial Roles in Management
For a manager to accomplish his managerial functions, he must accomplish certain roles and behaviors associated with the management task. Henry Mintzberg gives the most durable explanation of managerial roles. He established a list of roles that he assembled into three groupings.
This covers the relationship between the manager and others. The roles encompass providing information and concepts.
The manager is expected to be figurehead by creating a source of inspiration in himself. People adore the manager because of his formal authority and representative position of the organization.
The manager is also a leader where he behaves to influence, motivate, and direct others.
As a Liaison, the manager connects with the internal and external contacts. He networks on behalf of his organization.
The core concern of these roles is assembling, processing, and circulating information.
As a monitor, the manager should frequently seek information connected to the organization while looking for promising changes in the environment. It also involves monitoring the team in their productivity and wellbeing.
The manager is a disseminator who communicates possibly useful data to his colleagues and team. He provides information to the staff about the organization’s direction and specific technical issues.
Managers are spokespersons who represent and speak on behalf of their organization. They deliver information outside their sector or organization.
Mintzberg regards the decisional roles as the most crucial activity for managers. At some points, the managers may have to both initiate change and actively take part in deciding exactly what is to be done.
Managers are Entrepreneurs who design and initiate changes and strategies within the organization. They cause innovation and change when necessary for improvement in their products and processes.
Managers play the role of disturbance handlers by helping mediate disputes when they arise. The administrators address unforeseen difficulties as they rise and resolve them expeditiously.
As resource allocators, managers take charge of determining the best place for the allocation of organizational resources. They allocate resources such that all activities are well-executed within the organization.
The manager is a Negotiator with other organizations and other individuals. During the negotiations, the manager represents the interests of the organization. a manager who is good in negotiation is likely to be successful in implementing strategy and raising his organization’s performance.
Pugh and Hickson (2007) pp. 30-31.