Professional Documents
Culture Documents
In 1916 Henri Fayol was first to define the manager. Dr. Henry Mintzberg
wanted to find out that if Henri Fayol’s 50-year-old definition of manager
and management definition still stood in the 60s and 70s. So he
conducted a research base on the structured observation method.
For this Mintzberg observed the daily activities of five executives for one
week.
1. Interpersonal roles,
2. Informational roles.
3. Decisional roles.
Interpersonal Roles
These roles relate to the manager’s behavior that focuses on interpersonal
contact Interpersonal roles are roles that involve people (subordinates and
persons outside the organization) and other duties that are ceremonial and
symbolic.
1. Figurehead.
2. Leader.
3. Liaison.
1. Figurehead
2. Leader
3. Liaison
The liaison maintains a network of contacts outside the work unit to obtain
information.
Informational Roles
Informational roles involve receiving, collecting, and disseminating
information.
1. Monitor,
2. Disseminator, and
3. Spokesperson.
4. Monitor
The monitor seeks internal and external information about issues that can
affect the organization.
All the information gained in this capacity must be stored and maintained
5. Disseminator
The disseminator transmits information internally that is obtained from
either internal or external sources.
6. Spokesperson
Decisional Roles
Decisional roles revolved around making choices. Managers’ interpersonal
role leads to decisional roles.
7. Entrepreneur
8. Disturbance handler
9. Resource allocator
The resource allocator distributes resources of all types, including time,
funding, equipment, and human resources.
10. Negotiator
If we analyze Mintzberg’s finds we can say that authority and status derive
the interpersonal roles, interpersonal makes it necessary for a manager to
play informational roles. And that enables a manager to make a decision.