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Mintzberg's 10 Management Roles

Mintzberg's 10 Management Roles

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Published by Nischal Thapa

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Published by: Nischal Thapa on Jun 13, 2012
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Henry Mintzberg’s 10 Management Roles

A. Interpersonal 1. Figurehead

Symbolic head; Obliged to perform a number of routine duties of legal or social nature. Responsible for the motivation and activation of subordinates; responsible for staffing, and related activities Maintains self-developed network of outside contacts and informers who provide favors and information

Identifiable Activities
Ceremony, status, requests, Solicitations

2. Leader

Virtually all managerial activities involving subordinates.

3. Liaison

Acknowledgements of mail, external board word, other activities involving outsiders

B. Informational 1. Monitor

Seeks and receives wide variety of special information to develop a thorough understanding of the organization and environment; emerges as nerve center of internal and external information of the organization. Transmits information received from outsiders or from subordinates to members of the organization Transmits information to outsiders

Handling all mail and contacts, which are primarily informational such as periodical news and observational tours

2. Disseminator 3. Spokesperson C. Decisional 1. Entrepreneur

Forwarding mails to other employees in the organization. Board meetings, handling mail and contacts involving transmission of information to outsiders. Strategy and review sessions involving initiation or design of improvement projects.

Searches the organization and its environment for opportunities and initiates improvement projects to bring about change; supervises design of certain products as well. Responsible for corrective action when the organization faces important, unexpected disturbance.

2. Disturbance Handler

Strategy and review session involving disturbances and crisis

3. Resource Allocator

Responsible for allocation of organizational resources of Scheduling, requests for authorization, any activity all kinds – in effect the making or approving of all involving budgeting and the programming of significant organizational decisions. subordinates work Responsible for representing the organization at major negotiations. Negotiation

4. Negotiator

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