2. 1Ten managerial roles as identified by Mintzberg Managerial roles define behaviors and traits certain managers possess. Henry Mintzberg identified ten managerial roles. Henry Mintzberg developed a thesis based on his research about the nature of managerial work analyzing the actual work habits and time management of CEOs. In his research, he had come up with the identification of the following 10 separate roles in managerial work: The first managerial role is a figurehead. A figurehead is a symbol of his company and performs social, inspirational, and ceremonial duties.
Managers perform ceremonial and symbolic duties such as greeting visitors, signing legal documents. The next role is a leader. A leader is one of the most important roles for managers. Leaders provide a proper work atmosphere and are able to direct and motivate subordinates, training, counseling, and communicating with subordinates. The third role is a liaison. A liaison is the center for information and communication networks, and maintains external contacts to gather information. The Manager maintain information links both inside and outside organization; use mail, phone calls, meetings.
The next role is as a monitor. A monitor gathers external as well as internal information relevant to the organization. As a monitor the manager seeks or receives information from many sources to evaluate the organization’s performance, well-being and situation. Monitoring of internal operations, external events, ideas, trends, analysis and pressures is vital. Information to detect changes, problems and opportunities and to construct decision-making scenarios can be current/historic, tangible (hard) or soft, documented or non-documented. This role is about building and using an intelligence system.
The manager must install and maintain this information system; by building contacts and training staff to deliver “information” The fifth role is a disseminator. A disseminator brings external views to the workplace and transmits factual and value based information to subordinates. As a disseminator the manager brings external views into the organization and facilitates internal information flows between subordinates. The manager interprets/disseminates information to subordinates e. g. policies, rules, regulations. The sixth role is a spokesperson.
A spokesperson informs and lobbies for the company. He provides key stakeholders informed about performance, plans and policies. Included in the managerial roles is the entrepreneur role. This is someone who designs and initiates change in an organization. He does this by initiating improvement projects, identifying new ideas, delegating idea responsibility to others The eighth role is a disturbance handler. This involves taking corrective action during disputes or crises; resolving conflicts among subordinates; adapting to environmental crises. The ninth role is the resource allocator.
As a resource allocator a manager decide who gets resources, scheduling, budgeting, and setting priorities. He controls and authorizes the use of organizational resources The final role Mintzberg described is a negotiator. A negotiator participates in negotiations with people and outside organizations. He represents department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests. Mintzberg then separated these roles into three subcategories which are the following: interpersonal contact, information processing and decision making.