Manager Role-Henry Mintzberg’s Management Roles

Topics: Management, Decision making, Middle management Pages: 6 (1663 words) Published: April 27, 2012

Management is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people (Robbins, Bergman, Stagg, Coulter, 2006). Efficiently in management is due to maximum output from the least amount of input; effectively is done the work activities completely to ensure the goals are achieved. A Manager is someone who works with and through other people by coordinating his/her work activities in order to achieved organizational goals. All managers have to act as a leader to attain the goals. There are three type levels of managers which are top level manager, middle manager, and first-line manager. Managers carry out functions, roles and skills. Management functions are planning, organizing, leading and controlling as stated by Henri Fayol. However, Henry Mintzberg defined management roles into three parts which are interpersonal roles, informational roles, and decisional roles. Besides, Robert L. Katz states that managers need three essential skills or competencies which are technical skills, human skills, and conceptual skills. The objective of this essay is to discuss the roles of manager in practice relate to Henry Mintzberg’s management roles. Based on the interview, it was found that the manager actually put into practice the skill introduced by Henry Mintzberg. Following discussion will be relates the manager interviewed with Mintzberg’s management roles.

Description of the manager interviewed
The manager interviewed (Ms. Ong) is thirty-five years old and has a marketing degree. She had been involved in managerial position for nine years. Now, she is the Corporate Affairs Manager in her current company, which is a position of middle manager. This company relates to communications technology. It is a multinational company which operate local and internationally. Instead, she has to plan and organize events to enhance relationship with business partners and customers. This is to ensure the company keeps on track with the suppliers and buyers from time to time on the updated products and services. Besides, she plan and organize the customer’s satisfaction survey to ensure customers satisfaction maintained at all times. Due to the survey, it is to improve and maintain the company’s reputation among customers. Her greatest achievement in the company is developed a new website for the group. She is maintaining the website to ensure the news is up to date.

Definition and introduction to Mintzberg’s management roles
The term management roles refers to specific categories of managerial behaviour (Robbins et al, 2006). From this sagacity, it shows the different roles have different behaviours are expected in different position. In Mintzberg’s ten management roles, he grouped the roles in three categories. First, those who concerned with interpersonal relationships (Interpersonal), follow up with those who concerned with the transfer information (Informational), and those who concerned with decision making (Decisional).

Firstly, interpersonal roles required to perform duties that involve people and other duties that are ceremonial and symbolic in nature (Robbins et al, 2006). There are three interpersonal roles, which are figurehead role, leader role, and liaison role. These interpersonal roles are primarily concerned with provide information.

Secondly, informational roles are managerial roles that involve receiving, collecting and disseminating information (Robbins et al, 2006). There are three informational roles, which are monitor role, disseminator role, and spokesperson role. It is primarily concerned with the information process with the information aspects of managerial works.

Thirdly, Mintzberg identified decisional roles which revolve around making decisions (Robbins et al, 2006). This is the unique access of using information to the organizational decision making. There are four decisional roles, which are...

References: List
McShane, V.G. (2003), Organizational behaviour, 2nd edn, McGraw-Hill, New York.
Robbins,S.P., Bergman,R., Stagg,I. & Coulter, M. (2006), 4th edn, Prentice Hall, Sydney.
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