com/2008/04/15/mintzberg%E2%80%99s-10-managerial-roles/+henry+mintzberg: +managerial+roles&cd=2&hl=tl&ct=clnk&gl=ph&client=firefox-a This chart summarizes a manager’s ten roles:
Mintzberg’s Managerial Roles Category Role Activity Seek and acquire work-related information Examples Scan/read trade press, periodicals, reports; attend seminars and training; maintain personal contacts

Informational Monitor


Communicate/ Send memos and reports; disseminate inform staffers and information to others subordinates of decisions within the organization Communicate/transmit Pass on memos, reports and information to informational materials; outsiders participate in conferences/meetings and report progress

Spokesperso n

Interpersonal Figurehead

Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc. Includes almost all interactions with subordinates


Direct and motivate subordinates, select and train employees Establish and maintain contacts within and outside the organization


Business correspondence, participation in meetings with representatives of other divisions or organizations.



Identify new ideas and Implement innovations; Plan initiate improvement for the future projects Deals with disputes or Settle conflicts between


in practice they are intermixed and interdependent.” >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Source: According to Mintzberg: “The manager who only communicates or only conceives never gets anything done. Giving-seeking information Informing Providing information allows others to understand goals and objectives. these roles overlap and a manager must learn to balance them in order to manage effectively. Set priorities Resource Allocator Decide where to apply resources In the real world. schedules.Handler problems and takes corrective action subordinates.htm Yukl's taxonomy of management behaviors Disciplines > Leadership > Leadership actions > Yukl's taxonomy of management behaviors Giving-seeking information | Making decisions | Building relationships | Influencing people | See also This is a set of behaviors that Gary Yukl identified as an integrated set that is used by managers and leaders. Choose strategic alternatives. While a manager’s work can be analyzed by these individual roles. while the manager who only ‘does’ ends up doing it all alone. including behaviors of followers allows the leader to response appropriately. budgets. Clarifying Clarifying occurs either when questions are asked after informing or when monitoring indicates that understanding is not complete or behavior is not as desired. Overcome crisis situations Draft and approve of plans. Making decisions Problem solving . Monitoring Monitoring of goals and objectives. enabling them to act as required.

peers and superiors. This also helps to gain acceptance. This subsequently needs allocation of resource to enable it to succeed. Influencing people Motivating Leading has a great deal to do with motivating others. then the leader will act to make the team more cohesive and trusting. . Recognizing and rewarding Recognition and reward are in the fief of the leader to give and are generally intended as forms of motivation. when tasks are delegated to others. either alone or in collaboration with others. Networking The leaders may also need to meet with others outside the team to build relationships that provide information and which enable inter-working. Building relationships Managing conflict and team-building When people do not work together well enough. Consulting and delegating Information is two-way and information may be garnered from others. Planning and organizing When actions are required by others.When information indicates problems. and particularly when their focus is on on one another rather than the work. such as providing necessary resource and enabling access and attention of others. including subordinates. Supporting The leaders may also need to offer their followers support that their position affords. then prior thought goes into deciding what happens when and who does this. then the leader may engage in problem-solving.

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