JAYWANT SHIKSHAN PRASARAK MANDAL’S

Jaywant institute of management studies

Approved By AICTE & Affiliated To Savitribai Phule Pune University. A.I.S.H.E Code : C-60096
ACCREDITED BY NAAC
Management Fundamentals
Sem-I A.Y.2022-23
Topic- Henry Mintzberg Theroy
 INTRO:
Subject Coordinator
D r. R a s i k a P a ti l .

MEMBERS:- ABHIJEET BARGAJE (2022071)

AKASH BHURKUNDE (2022088
ADITYA KSHIRSAGAR (2022128)
AKSHAY LONDHE (2022131)
MANIK MAHADIK (2022132)
 Introduction:

 Henry Mintzberg (1939) was born in Montreal,

Canada. After completing a Bachelor of Engineering
at McGill University in 1961, he worked for
Canadian National Railways for two years while
simultaneously earning a Bachelor of General Arts
from Sir George Williams (now Concordia)
University.
 Next, Mintzberg completed his Master of Science at
the Massachusetts Institute of Technology (MIT) in
1965 and later a Ph.D. in Management at the Sloan
School of Management.
The different manager’s roles as per Mintzberg (1973):

 Mintzberg’s managerial theory is founded on the idea that managers are

involved in ten roles, divided into three main clusters:
1. Interpersonal
2. Informational
3. Decisional.
 Furthermore, Henry Mintzberg defines the operating effort of managers in
each role. The behaviors of those managers are crucial components for
their success. Of course, the ten roles are inspired by personal and
situational considerations.
 Interpersonal:
 Figurehead role, where a manager plays officially the role of a professional
representing his organization in social activities and events.

 The second role is leadership. This role is related to people’s motivation and
inspiration. As a leader, a manager must coach, support, and guide his/her
subordinates.

 The last role requested from a manager in the interpersonal cluster is to be a

liaison and to build contacts with all stakeholders. Managers should oversee
networking even beyond their organization boundary.
 Informational:

• Monitor: managers should ask for information inside and outside the
workplace. This will help them to evaluate their department from internal and
external viewpoints, discover related problems, and address them in due
time.

• Disseminator: managers must delegate more when it is appropriate and

convey important information especially to their employees.

• Spokesperson: as a manager one ought to transmit information outside the

workplace taking the role of a brand ambassador.
Decisional:

Entrepreneur: behaving as an entrepreneur, managers should encourage change and

creativity by leading the implementation of new ideas.

Disturbance - handler: managers are responsible for avoiding any disruptions that
can prevent achieving the needed outcomes.

Resource-allocator: managers need to assign and administer a variety of financial,

technological, and human resources activities.

Negotiator: surely a manager is responsible to carry out important negotiations

within his department and organization.
 conclusion:
 Managers are always comfortable in their organizational
setting. However, they can always benefit themselves as well
as their employees from adopting positive change, training,
and development. The roles of managers as defined by
Mintzberg are considered essential guidelines for good
managers, though, adding new skills and competencies can
always uplift a manager to a higher level. A level of exploration
and people understanding that helps in improving the overall
performance of the organization. If you are interested in
learning more about leadership and management
Thank you for your time. Have a good day!