Managerial Roles according to Henry Mintzberg
Mintzberg has drawn up a multifaceted concept of managers’ work, identifyinginterpersonal, informational and decisional roles within the overall ‘umbrellaheading’ of the term manager. Note that all 10 roles set out by Mintzberg, involvedealing with other people, even those that are not designated as interpersonal roles.
Interpersonal roles –
How a manager interacts with other people
.Description of actionsExamples from managerialpractice requiringactivation of correspondingroles
1. FigureheadSymbolic leader of theorganization performing duties of social and legal character Attending ribbon-cuttingceremonies, hostingreceptions, presentations andother activities associatedwith the figurehead role2. LeaderMotivating subordinates,interaction with them, selectionand training of employeesVirtually all managerialoperations involvingsubordinates3. LiaisonEstablishing contacts withmanagers and specialists of other divisions and organizations,informing subordinates of thesecontactsBusiness correspondence, participation in meetingswith representatives of other divisions (organizations)
Informational roles –
How a manger exchanges and processes information.
1. Monitor (receiver)Collecting various data relevant toadequate work Handling incomingcorrespondence, periodicalsurveys, attending seminarsand exhibitions, researchtours2. Disseminator of informationTransmitting information obtainedfrom both external sources andemployees to interested peopleinside the organizationDissemination of information letters anddigests, interviewing,informing subordinates of the agreements reached3. SpokespersonTransmitting information on theorganization’s plan’s, currentsituation and achievements of thedivisions to outsidersCompiling anddisseminating informationletters and circulars, participation in meetings