Managerial Skills

Topics: Management, Parliamentary procedure, Agenda Pages: 13 (4074 words) Published: May 19, 2013
Management expert Professor Henry Mintzberg has argued that a manager’s work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action). This chart summarizes a manager’s ten roles:

Mintzberg’s Managerial Roles|


Seek and acquire work-related information|
Scan/read trade press,  periodicals, reports; attend seminars and training; maintain personal contacts|
Communicate/ disseminate information to others within the organization| Send memos and reports; inform staffers and subordinates of decisions|  |
Communicate/transmit information to outsiders|
Pass on memos, reports and informational materials; participate in conferences/meetings and report progress|
 |  |  |  |

Perform social and legal duties, act as symbolic leader|
Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc.|
Direct and motivate subordinates, select and train employees| Includes almost all interactions with subordinates|
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 initiate improvement projects|
Implement innovations; Plan for the future|
Disturbance Handler|
Deals with disputes or problems and takes corrective action| Settle conflicts between subordinates; Choose strategic alternatives;  Overcome crisis situations|
Resource Allocator|
Decide where to apply resources|
Draft and approve of plans, schedules, budgets; Set priorities|  |
Defends business interests|
Participates in and directs negotiations within team, department, and organization| Management Roles:
Managers fulfill a variety of roles. A role is an organized set of behaviors that is associated with a particular office or position. Dr. Henry Minzberg, a prominent management researcher, says that what managers do can best be described by looking at the roles they play at work. The term management role refers to specific categories of managerial behavior. There are three types of roles which a manager usually does in any organization. Interpersonal roles

are roles that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison.  Informational roles

involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Decisional roles
revolved around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. In the late 1960s, Henry Mintzberg concluded that managers perform 10 different, but highly interrelated roles. Follow-up studies of Mintzberg’s role categories in different types of organizations and at different managerial levels within organizations have generally supported the notion that managers perform similar roles. However, the more traditional functions have not been invalidated. In fact, the functional approach still represents the most useful way of classifying the manager’s job. As depicted in following table, Mintzberg delineated ten managerial roles in three categories. a. Interpersonal roles

grow directly out of the authority of a manger’s position and involve developing and maintaining positive relationships with significant others....
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