roles(entrepreneur‚ disturbance handler‚ resource allocator‚ and negotiator). (Stephen & Dennis‚ 1987‚ p. 39). For example‚ Alexander thinks those specific hypotheses can be used in sales jobs‚ production manager’s jobs and staff jobs. However‚ in fact there is only a small amount reports represent the classical management functions are not useful in managerial jobs and no cases could show that the roles of Mintzberg are effective and efficient (Stephen & Dennis‚ 1987‚ p. 41). Meanwhile‚ Mintzberg represents
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roles‚ and decisional roles. According to Mintzberg (1980:57)‚ managers at all levels perform ten interrelated roles. These roles fall into three groupings‚ namely: • Interpersonal roles – which derive from the manager ’s status and authority. • Informational roles – which derive from the interpersonal roles and the access they provide to information; and • Decisional roles – which derive from the managers authority and information. In Mintzberg (1980:182) it can be learnt that although managers
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Management Stephen P. Robbins Chapter tenth edition Mary Coulter 1 Introduction to Management and Organizations 1–1 Copyright © 2010 Pearson Education‚ Inc. Publishing as Prentice Hall OBJECTIVES 1.1 Who Are Managers? • Explain how managers differ from non-managerial employees. • Describe how to classify managers in organizations. 1.2 What Is Management? • Define management. • Explain why efficiency and effectiveness are important to management. Copyright © 2010 Pearson
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References: Administration Industrielle et Generale. Henri Fayol (1916) Mintzberg on Management: Inside our Strange World of Organisations. Henry Mintzberg. (1990). What effective managers really did? John Kotter. (1999). The Reality of Management Third Edition (Buttersworth Heinemann 1997). Rosemary Stewart.
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p. 9) 13. Fayol’s management functions are basically equivalent to Mintzberg’s management roles. (False; moderate; p. 10) 14. The roles of figurehead‚ leader‚ and liaison are all interpersonal roles. (True; difficult; p. 10) 15. Disturbance handler is one of Mintzberg’s interpersonal roles. (False; difficult; p. 10) 16. Mintzberg’s informational management role involves receiving‚ collecting‚ and disseminating information. (True; moderate; p. 10) 17. Mintzberg’s resource allocation
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Introduction to Management 1 Who are Managers ?What is their job? Managers (or administrators): Individuals who achieve goals through other people. Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals 2 Managers & Operatives A Manager is an individual who * Works with and through other people. * Over sees the work of others * Has people who report to him/her An Operative is an individual who: *Directly works on a job or a
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organisation‚ negotiating a new contract‚ representing your department at a board meeting. etc According to Henry Mintzberg there are ten primary roles or behaviours that can be used to categorize a manager’s different functions. The ten roles are : (a) Figurehead (b) Leader (c) Liaison (d) Monitor (e) Disseminator (f) Spokesperson (g) Entrepreneur (h) Disturbance Handler (i) Resource Allocator (j) Negotiator These ten roles are subsequently divided up into three categories
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Are the Classical Management Functions Useful in Describing Managerial Work? Author(s): Stephen J. Carroll and Dennis J. Gillen Source: The Academy of Management Review‚ Vol. 12‚ No. 1 (Jan.‚ 1987)‚ pp. 38-51 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257992 . Accessed: 08/09/2014 02:29 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR
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Fundamentals of Management Managers and Management Who Are Managers And Where Do They Work? Organization A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations. Common Characteristics of Organizations Distinct purpose and goals People Systematic structure 3 characteristics Structure People B A Goals Distinct Purpose Deliberate Structure People People Differences Operatives
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study by Henry Mintzberg managers have different but highly inter-related roles. According to this we can analyze that Vincent has approached towards Interpersonal role as he worked as a figurehead‚ leader‚ liaison and also informational role as he act as a monitor and a disseminator. (b) In this context Vincent has proved that he has approached towards that he has approached towards Decisional role as he worked as a role as he worked as a disturbance handler disturbance handler and resource allocator
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