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Mintzberg's 10 Management Roles
Mintzberg's 10 Management Roles
Mintzberg's 10 Management Roles
Roles
A. Interpersonal 1. Figurehead
Description
Symbolic head; Obliged to perform a number of routine duties of legal or social nature. Responsible for the motivation and activation of subordinates; responsible for staffing, and related activities Maintains self-developed network of outside contacts and informers who provide favors and information
Identifiable Activities
Ceremony, status, requests, Solicitations
2. Leader
3. Liaison
B. Informational 1. Monitor
Seeks and receives wide variety of special information to develop a thorough understanding of the organization and environment; emerges as nerve center of internal and external information of the organization. Transmits information received from outsiders or from subordinates to members of the organization Transmits information to outsiders
Handling all mail and contacts, which are primarily informational such as periodical news and observational tours
Forwarding mails to other employees in the organization. Board meetings, handling mail and contacts involving transmission of information to outsiders. Strategy and review sessions involving initiation or design of improvement projects.
Searches the organization and its environment for opportunities and initiates improvement projects to bring about change; supervises design of certain products as well. Responsible for corrective action when the organization faces important, unexpected disturbance.
2. Disturbance Handler
3. Resource Allocator
Responsible for allocation of organizational resources of Scheduling, requests for authorization, any activity all kinds in effect the making or approving of all involving budgeting and the programming of significant organizational decisions. subordinates work Responsible for representing the organization at major negotiations. Negotiation
4. Negotiator