Mintzberg's observations and research indicate that
diverse manager activities can be organized into ten roles. For an
important starting point, all ten rules are vested with formal authority
over an organizational unit. From formal authority comes status, which
leads to various interpersonal relations, and from these comes access to
information, which, in turn, enables the manager to make decisions and
strategies.
The ten roles are divided into three categories: interpersonal, informational, and decisional.
* The figurehead role. Every manager must perform some duties of a ceremonial nature (e.g., the president greets the touring dignitaries, the sales manager takes an important customer to lunch). These activities are important to the smooth functioning of an organization. * The leader role. This role involves leadership directly (e.g., the manager is responsible for hiring an training his own staff). The leader role encompasses relationships with subordinates,including motivation, communication, and influence.
* The liaison role, in which the manager makesn contacts inside and outside the organization with a wide range of people: subordinates, clients,business associates, government, trade organization officials, and so on.
The ten roles are divided into three categories: interpersonal, informational, and decisional.
Interpersonal Roles
Three of the managers's roles involve basic interpersonal relationships:* The figurehead role. Every manager must perform some duties of a ceremonial nature (e.g., the president greets the touring dignitaries, the sales manager takes an important customer to lunch). These activities are important to the smooth functioning of an organization. * The leader role. This role involves leadership directly (e.g., the manager is responsible for hiring an training his own staff). The leader role encompasses relationships with subordinates,including motivation, communication, and influence.
* The liaison role, in which the manager makesn contacts inside and outside the organization with a wide range of people: subordinates, clients,business associates, government, trade organization officials, and so on.
Interpersonal Roles
Three of the managers's roles involve basic interpersonal relationships:
* The figurehead role. Every manager must perform some duties of a ceremonial nature (e.g., the president greets the touring dignitaries, the sales manager takes an important customer to lunch). These activities are important to the smooth functioning of an organization.
* The leader role. This role involves leadership directly (e.g., the manager is responsible for hiring an training his own staff). The leader role encompasses relationships with subordinates, including motivation, communication, and influence.
* The liaison role, in which the manager makes contacts inside and outside the organization with a wide range of people: subordinates, clients, business associates, government, trade organization officials, and so on.
* The monitor role. This role involves seeking current information from many sources. For example, the manager perpetually scans his environment for information, interrogates liaison contacts and subordinates and receives unsolicited information.
* The disseminator role In their disseminator role, managers pass information to other, both inside and outside the organization.
* The spokesperson role. In their spokesman role, managers send some of their information to people outside the organization about company policies, needs, actions, or plans.
* The monitor role. This role involves seeking current information from many sources. For example, the manager perpetually scans his environment for information, interrogates liaison contacts and subordinates and receives unsolicited information.
* The disseminator role In their disseminator role, managers pass information to other, both inside and outside the organization.
* The spokesperson role. In their spokesman role, managers send some of their information to people outside the organization about company policies, needs, actions, or plans.
* The entrepreneur role. In his entrepreneur role, managers search for improvement his unit to adopt it to changing conditions in the environment.
* The disturbance handler role. This role involves responding to high-pressure disturbances. For example, manager must resolve conflicts among subordinates or between manager's department and other departments.
* The resource allocator role. In their resource allocator role, managers make decisions about how to allocate people, budget, equipment, time and other resources to attain desired outcomes.
* The negotiator role. The negotiations are duties of the manager's job. These activities involve formal negotiations and bargaining to attain outcomes for the manager's unit responsibility.
* The figurehead role. Every manager must perform some duties of a ceremonial nature (e.g., the president greets the touring dignitaries, the sales manager takes an important customer to lunch). These activities are important to the smooth functioning of an organization.
* The leader role. This role involves leadership directly (e.g., the manager is responsible for hiring an training his own staff). The leader role encompasses relationships with subordinates, including motivation, communication, and influence.
* The liaison role, in which the manager makes contacts inside and outside the organization with a wide range of people: subordinates, clients, business associates, government, trade organization officials, and so on.
Informational Roles
The processing of information is a key part of the manager's job. Three roles describe the informational aspects of managerial work:* The monitor role. This role involves seeking current information from many sources. For example, the manager perpetually scans his environment for information, interrogates liaison contacts and subordinates and receives unsolicited information.
* The disseminator role In their disseminator role, managers pass information to other, both inside and outside the organization.
* The spokesperson role. In their spokesman role, managers send some of their information to people outside the organization about company policies, needs, actions, or plans.
Informational Roles
The processing of information is a key part of the manager's job. Three roles describe the informational aspects of managerial work:* The monitor role. This role involves seeking current information from many sources. For example, the manager perpetually scans his environment for information, interrogates liaison contacts and subordinates and receives unsolicited information.
* The disseminator role In their disseminator role, managers pass information to other, both inside and outside the organization.
* The spokesperson role. In their spokesman role, managers send some of their information to people outside the organization about company policies, needs, actions, or plans.
Decisional Roles
The manager plays the major role in his unit's decision-making system. Four roles describe the decisional aspects of managerial work:* The entrepreneur role. In his entrepreneur role, managers search for improvement his unit to adopt it to changing conditions in the environment.
* The disturbance handler role. This role involves responding to high-pressure disturbances. For example, manager must resolve conflicts among subordinates or between manager's department and other departments.
* The resource allocator role. In their resource allocator role, managers make decisions about how to allocate people, budget, equipment, time and other resources to attain desired outcomes.
* The negotiator role. The negotiations are duties of the manager's job. These activities involve formal negotiations and bargaining to attain outcomes for the manager's unit responsibility.
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