Category: Mintzbergs management roles theory

Mintzbergs management roles theory

This article explains the Mintzberg Managerial Rolesdeveloped by Henry Mintzbergin a practical way. After reading you will understand the basics of this powerful management tool for a manager. The Canadian management expert Henry Mintzberg is an authority in the field of organizational structures and organizational design.

He has written many business books on various organisational management theories. Henry Mintzberg distinguishes ten key managerial roles that managers and executives fulfil. These Mintzberg Managerial Roles are subsequently divided up into three categories: the interpersonal category, the informational category and the decisional category. In Henry Mintzberg carried out empirical studies into the managerial behaviour of CEOs in five private and semi-public organisations.

From those first studies he was able to identify six characteristics that define the work life of managers. Later there had been criticism of these studies, because Henry Mintzberg had limited himself to five organisations only. It would only involve a small sample size as a result of which the results could not be representative for organisations in other industries or hierarchical management positions.

The six characteristics are described below:. The studies show that the actual behaviour of managers is determined by their environment, is action drive and they do not always show ordered or methodical behaviour. Managers have to deal with many varied and short-term activities. It appears that managers preferably transfer information verbally and that they do not always make fact-based decisions. In addition, Henry Mintzberg describes the operational work of managers in terms of managerial roles.

The activities that are carried out by those managers are key elements. The way in which the Mintzberg Managerial Roles are carried out, are influenced by individual and situational factors. Henry Mintzberg initially divided the ten managerial Roles roles into three sub categories:.

Interpersonal contact Interpersonal contact concerns the contact between the manager and the people in his environment. For example, subordinates, other managers, the board of directors, the works council, customers and suppliers.

A manager represents the company both internally and externally in all matters of formality. He is a networker but he also serves as an exemplary role model. He is the one who addresses people celebrating their anniversaries, attends business dinners and receptions. In his leading role, the manager motivates and develops staff and fosters a positive work environment.

Fayol and Mintzberg Management Roles

He coaches and supports staff, enters into official conversations with them, assesses them and offers education and training courses. A manager serves as an intermediary and a linking pin between the high and low levels. In addition, he develops and maintains an external network. As a networker he has external contacts and he brings the right parties together.

This will ultimately result in a positive contribution to the organization. Information processing According to Henry Mintzbergthe managerial role involves the processing of information which means that they send, pass on and analyze information. Managers are linking pins; they are expected to exchange flows of vertical information with their subordinates and horizontal flows of information with their fellow managers and the board of directors.

Further more, managers have the responsibility to filter and transmit information that is important for both groups. The following Mintzberg Managerial Roles fall under process information:. As a monitor the manager gathers all internal and external information that is relevant to the organization. He is also responsible for arranging, analyzing and assessing this information so that he can easily identify problems and opportunities and identify changes. As a disseminator the manager transmits factual information to his subordinates and to other people within the organization.

As a spokesman the manager represents the company and he communicates to the outside world on corporate policies, performance and other relevant information for external parties. Decision-making Managers are responsible for decision-making and they can do this in different ways at different levels.When you take on a managerial position, you take on a variety of roles.

Not only do you manage people, but you also oversee the processes, relationships and resources that ensure work runs smoothly. Through his research on managers, business and management expert Henry Mintzberg was able to divide those diverse responsibilities into 10 roles within three categories.

In this article, we define and list the managerial roles developed in the Mintzberg theory and demonstrate what they look like in the workplace. Related: What Are the Responsibilities of a Manager? As a manager, you hold a position that requires you to perform and handle a variety of responsibilities regularly.

While all these tasks fall under management duties, they can fall into specific categories based on their purposes. To simplify the complexities of management positions, Henry Mintzberg, an academic and author focused on business and management practices, developed 10 managerial roles that he divided into three categories.

The categories of the Mintzberg theory are:. Related: Management Skills: Definition and Examples. The following defines and provides examples of the different roles managers hold in the workplace, according to Mintzberg:. This role refers to your responsibility as a manager to perform tasks related to social, symbolic or legal matters. In these situations, you are not making decisions but serving as a representative of the organization. As a figurehead, you also aim to inspire your team to complete goals and tasks.

An example of responsibility in the figurehead role is when you attend a social lunch or event with a client. You are there to promote your company or team and project a positive, professional image. The leader managerial role refers to your duty as a manager to oversee the performance of your staff. Overall, you aim to manage the team and the responsibilities of each member to ensure you reach objectives effectively.

Some of your duties in this role include providing guidance, developing and motivating staff and performing evaluations. For example, your team may have a specific sales goal it aims to reach one month. As a leader, you would communicate your expectations to team members and ensure they understand them. Throughout the month, you would check in with them regularly to monitor their progress and may provide resources or delegate tasks as needed to help them achieve the goal.

In the liaison role, you create and maintain internal and external relationships.

mintzbergs management roles theory

You serve as a connection between different groups of people to ensure work runs smoothly. As a liaison, you can transfer knowledge or information to members across your organization's chain of command or communicate between stakeholders and employees to ensure projects remain on task.

In some situations, you may bring members of your external network into the company to help achieve organizational goals more efficiently. For example, as a manager, you would communicate regularly with your employees but also interact with your clients. In your client conversations, you can gain insights on what their needs are, then relay that information to your employees.

Now that they have an understanding of the client's expectations, you can ensure that they work to fulfill those needs and deliver a successful result. In the monitor role, you seek information related to your organization, such as potentially impactful industry changes.

Your research includes both internal and external sources. Once you gather all the relevant information, you will analyze it to identify and solve potential problems. Monitoring responsibilities also include assessing the current operations of the organization and identifying potential opportunities for improvement. For example, you may use customer feedback to determine how you can improve your existing product line.

You also need to monitor industry trends, such as products launched by competitors and regulatory changes that your company may need to follow. When you understand what is occurring in your industry, it ensures your company meets business standards and remains competitive.

As a disseminator, you receive messages from internal and external sources that you convey to the appropriate individuals. You can transmit this information in both verbal and written formats. Usually, this situation refers to valuable or otherwise important information that will benefit your organization or provides guidance on tasks your employees need to complete. For example, after researching industry trends, you may have developed a proposal for a new product design.We use cookies to give you the best experience possible.

Henry Mintzberg is a leading management theorist and writer who also propounds a theory on a manager and his job. Mintzberg claims that while all leading management writers present some facets of management they completely ignore other facets. Don't use plagiarized sources. In order to analyze and understand these theories by Henry Mintzberg an interview and case study was done of a real life manager.

Subsequent analysis and interpretation of the data collected during the interview while considering the management theory helps to understand the relation and relevance of the management theory to the real world. It also helped to prove some of the tenets of the theory.

Brief description of the manager interviewedAnabel was the manager interviewed. She is a first level manager in a private service sector Australian based multinational organization.

The organization is a major telecom concern having their main office in Sydney that has presence worldwide and employs more than a people.

The manager has the position of Team lead. She has her team members as direct reports. She is the first point of contact for escalation from her team members, managers and customers. She ensures that her team works towards achieving organizational goals while achieving individual and team goals.

She finds her role very demanding and challenging but at the same time fulfilling and rewarding. These roles can be classified into three main categories. This formal authority gives rise to interpersonal interactions and implies a number of interpersonal roles.

Anabel as a manager was involved in playing the interpersonal roles defined by Mintzberg. Such recognition programs, though more of a ceremonial nature, are essential in the best interests of the organization. She was also involved in attending supplier service review meetings and providing feedback to the suppliers. Although this is not necessary to achieve organizational objectives, she performed this as an obligation due to her position of a manager. The manager regularly conducted team meetings to communicate organizational goals and to decide how best to achieve them.

In order to achieve the organizational goals Anabel also regularly used performance metrics reports to analyze the performance of individuals and the team and identify areas of improvement and ensure that appropriate action is taken to improve performance. Also she was to a certain extent involved in understanding the technical aspects of the product delivery and directing and training team members to achieve desired targets. Thus she was involved in encouraging and motivating team members to align their own goals with organizational goals and to achieve them.

This would happen through in-house training sessions conducted for various teamsor just by informal communication among the various workgroups. This helped the manager to maintain a strong communication network that ultimately helped the team achieve its tasks easily. Thus Anabel also fitted into the role of a liaison defined by Mintzberg.

Mintzberg's Management Roles

A manager generally knows more information than anybody else in the organization because he obtains information through his subordinates and liaison contacts.

Anabel also displayed these qualities as she was the main hub of information in her team and maintained a strong information network. She encourages open communication of feedbacks, suggestions and concerns which are verbal and vital to an organization.Product and service reviews are conducted independently by our editorial team, but we sometimes make money when you click on links.

Learn more. Henry Mintzberg recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. Henry Mintzberg is a management expert, author and academic. He's written various books on management and now holds the Cleghorn Professorship of Management Studies.

Mintzberg believes that skills are learned through experience and cannot simply be taught in the classroom. In an interview with CNNhe stated: "You can teach all sorts of things that improve the practice of management with people who are managers.

What you cannot do is teach management to somebody who is not a manager … you cannot teach surgery to somebody who's not a surgeon.

Mintzberg recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills.

Though every manager is different, Mintzberg noted that everyone should practice and master each of these interpersonal, informational and decision-making roles. Acting as an entrepreneur, managers should inspire change and innovation. They should also create and implement new ideas. The Management Theory of Henry Mintzberg.

Sammi Caramela. Below are some basics of management that Mintzberg identified. Organizational types There are five popular organizational structures, according to Mintzberg. Machine bureaucracy. Workers operate as parts of a machine.

Each department is responsible for its own tasks, and decision-making is centralized. Professional bureaucracy. Each professional works independently, without centralization, on tasks that match their specific skillset. Divisional diversified form. Diverse work is delegated among divisions. Each division focuses on its own activities and functions. There is no formal structure; rather, highly qualified employees form teams to complete tasks and adjust to any industry changes.

The Management Theory of Henry Mintzberg

Basic parts of an organization Mintzberg added that there should be a maximum of these six basic parts of any organization. Strategic apex includes senior management Middle line links strategic apex to operating core Operating core handles operational processes Technostructure includes analysists of various sorts Support staff supports and offers services to the organization Ideology includes company's norms and values Managerial roles Though every manager is different, Mintzberg noted that everyone should practice and master each of these interpersonal, informational and decision-making roles.

Interpersonal: Figurehead. A figurehead is responsible for social, ceremonial and legal matters. They represent their company in a professional manner. All managers must be leaders, communicating with, inspiring and coaching their team.We have discussed the types levels of managers and some of their responsibilities but not their specific activities.

All managers must be comfortable with three main types of activities or roles. To do their jobs, managers assume these different roles. No manager stays in any one role all of the time, but shifts back and forth.

mintzbergs management roles theory

These roles are leadership or interpersonalinformational, and decision making. His classifications are still one of the most studied descriptors of management roles today.

Analysis Of Mintzberg’s Management theory

Which type of manager spends more time in leadership activities? The short answer is all effective managers display leadership characteristics. Leadership is the ability to communicate a vision and inspire people to embrace that vision.

Top managers are often required to fulfill what Mintzberg described as figurehead activities. They are the public face of the management team and represent the business in legal, economic, and social forums. First-line managers lead both by example when they actively participate in the tasks assigned to their workers and by modeling the policies and work ethics of the organization.

Informational roles involve the receiving and sending of information—whether as a spokesperson, a mentor, a trainer, or an administrator. A top manager is a voice of the organization and has to be aware that even personal opinions will reflect for better or worse on the business.

With the free flow of information on the Internet, it is very difficult for top managers to separate their personal identities from their corporate positions.

Middle managers must skillfully determine what information from top management should be shared with others, how it should be interpreted, and how it should be presented. Similarly, they must weigh the value of information they receive from first-line managers and employees in order to decide what to forward to top management. If transmitted information tends to be untrue or trivial, then the manager will be viewed as a nonreliable source and his or her opinions discounted.

The informational role for first-line managers is primarily one of disseminating what they have been given and helping the employees to see how their own contributions further organizational goals. They have a responsibility to see that the employees understand what they need to be successful in their jobs.Managerial roles are also one from them and have utmost importance.

But before heading towards the management roles, it is important to understand what a role really is and how it is associated with specific position? A role is a well-mannered set of behaviors connected with a particular position or office. Managers perform a range of roles as a part of their duty. A spectacular management researcher, Dr. Henry Mintzberg states that the duty of managers can be best defined by looking over their roles at work.

There is a great difference between a role and management role. The term management roles point towards particular categories of managerial behavior which is limited to management. The following are three types of managerial roles that are usually performed by the business managers.

All comes under above three types of roles. Each type of management roles along with key roles that are associated with certain type of roles is defined following. Interpersonal roles are such roles that involve persons and subordinates out of the organization and other ceremonial and symbolic nature duties. Three key managerial roles, i. Further, these key roles comprise different duties to be performed and are described below with brief details. Symbolic legal and social duties are performed by the figurehead.

The role of the leader is to have an effective communication with employees through a close attachment as well as motivate and coach them when it is required. Besides, staffing, training and other relative duties are also accomplished by the leader. The liaison manages a self-developed group of contracts and informers outside of the organization in order to get useful information that is in favor of the organization.

Informational Roles cover collecting, receiving and spreading information. There are 3 key roles such as a monitor, disseminator and spokesperson that come under the type of informational roles. The monitor finds internal and external information about certain issues that are associated with the Business Organization and comprise direct or indirect effect.

The role of disseminator is to transmit information internally, which is received from either internal or external sources. Disseminator delivers information that is obtained from outsiders or insiders to the high authority members of the organization. Spokesperson delivers information of the organization to the outsiders about policies, strategies, actions or the possible results associated with the organization.

Decisional Roles comprise making any choice or certain decisions, which have enough effect on the organization. There are 4 key roles, i. The entrepreneur performs role as a designer, initiator and encourager of improvement and innovation. Entrepreneur searches for change in organizational environment and begins improvement projects.

The disturbance handler takes certain effective action in order to relieve the organization when it is facing enormous unexpected problems. The Resource allocator plays a vital role of allocating all kinds of organizational resources and approving significant decisions. Resources allocator allots all types of resources, i. Visit us to find here free business notes of all the subjects of B.In the era of modernisation these days, it appears that the purpose of managers in every single organisation is becoming so essential that we are required to understand the real concept behind management as well as the actual tasks performed by a manager.

Throughout the development of management, there are classical theory of management and modern management theory. Throughout this essay, the structure will be first about discussion of Fayol and Mintzberg theories in management, then, their comparison and contrast relating functional and process approaches in describing managerial tasks and ultimately the assumption section. The first term is planning, described as formulating idea and performance for goals to be accomplished.

Organising, defined as the arrangement of all issues in accordance with attainment of the work, including task, people, or any other resources. Leading, the act of maintaining motivation among the workers hence all are inspired to work hard and able to achieve high performance. Eventually, Controlling is reckoned as the act of measuring performance and taking action to desired results. Henri Mintzberg is known as the initiator of 3 significant roles in management.

Mintzberg stated that the actual work methods of managers differed quite drastically from popular images of managers as reflective, systematic planners spending considerable quiet time in their offices poring over formal reports Bartol et al, Managers, by Mintzberg, are comprised of intrapersonal role, informational role and decisional role.

mintzbergs management roles theory

Intrapersonal role is the role in which people and sense of duties symbolic in nature are involved. This role comprised of figurehead, leader, and liaison. Informational role is associated with receiving, collecting, and disseminating information, which is monitor, disseminator, and spokesperson.

Furthermore, decisional role is the role which revolves around making decision and entrepreneur, disturbance handler, resource allocator, and negotiator are included.

As described by Fayol that planning is the process to predict the future in which required personal and interpersonal competencies in building it. For example, transmitting information through the disseminator role or representing the organisation through the negotiator role in itself has little meaning unless it is linked to a purpose such as the POLC Bartol et al, In other words, Mintzberg has provided some of the empirical reports that establish the link between the managerial behaviours, via the roles that managers perform rather than representing competing views with Fayol then, they are simply different views with the similar thought.

The classical management theory depicts manager tasks as planning, organising, leading and controlling. Luthans,p. The contrasts between Fayol managerial styles, related to individual preferences concerning which and how roles are enacted, and, Mintzberg managerial styles, refer to the actual roles enacted and how they are enacted Lamond, are described below. However, Mintzberg, in his planning style, may be considered more flexible as every decision taken is concern on the short-term organisational goal based on the general knowledge; moreover, this style is more up to the present situation and adapt to changes.

Leading, from Lamond observation about Fayol is defined as motivating the workers to get along with their task well and giving immediate feedback. Conversely, from the study of Mintzberg idea, controlling focuses on maintaining good relationships with others and utilises a problem focused approach to evaluation and feedback Lamond, As argued by Tsoukas as cited in LamondMintzberg was concerning with the directly observable ways of managers, while Fayol was dealing with specific management functions as necessary condition for the existence of these practices and as a basis of explaining the source of their characteristics.

Mintzberg's Management Roles - 5 Minute Series - NTA UGC Net Commerce \u0026 Management

It is, indeed, Fayol and Mintzberg have two different view of presenting management. Fayol is more to the basic concept of management and presenting it just as simple as people want it to be. Mintzberg and Fayol assume that managers, regardless of their position or level in the organization, perform the same function and roles.