18 June 201

Mintzberg's Management Roles

The ten roles are: 1. Figurehead. 2. Leader. 3. Liaison. 4. Monitor. 5. Disseminator. 6. Spokesperson. 7. Entrepreneur. 8. Disturbance Handler. 9. Resource Allocator. 10. Negotiator.

The 10 roles are then divided up into three categories, as follows:

Interpersonal Category The roles in this category involve providing information and ideas. 1. Figurehead - As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.

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2. Leader - This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group. 3. Liaison - Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Category The roles in this category involve processing information. 4. Monitor - In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 5. Disseminator - This is where you communicate potentially useful information to your colleagues and your team. 6. Spokesperson - Managers represent and speak for their organization. In this role you're responsible for transmitting information about your organization and its goals to the people outside it.

Decisional Category The roles in this category involve using information. 7. Entrepreneur - As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 8. Disturbance Handler - When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it. 9. Resource Allocator - You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 10. Negotiator - You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

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McGregor's Theory X and Theory Y Douglas McGregor (1906-1964) developed the Theory X and Theory Y dichotomy about the assumptions managers make about workers and how these assumptions affect behavior. A. Theory X managers tend to assume that workers are lazy, need to be coerced, have little ambition, and are focused on security needs. These managers then treat their subordinates as if these assumptions were true

Theory X: This is the traditional theory of human behaviour, which makes the following assumptions about human nature: 1. Management is responsible for organizing the elements of productive enterprises money, material, equipment, and people - in the interest of economic ends. 2. With reference to people it is a process of directing their efforts, motivating them, controlling their actions, modifying their behaviour in order to be in conformity with the needs of the organization. 3. Without this active intervention by management, people would be passive even resistant to organizational needs. Hence they must be persuaded, rewarded, punished and properly directed. 4. The average human being has an inherent dislike of work and will avoid it if he can. 5. He lacks ambition, dislikes responsibility and prefers to be led. 6. He is inherently self-centred, indifferent to organizational needs. 7. He is by nature resistant to change. 8. He is gullible, not very bright.

B. Theory Y managers tend to assume that workers do not inherently dislike work, are capable of self-control, have the capacity to be creative and innovative, and generally have higher level needs that are often not met on the job. These managers then treat their subordinates as if these assumptions were true.

Theory Y: The assumption of theory Y, according to McGregor are as follows:1. Work is as natural as play or rest, provided the conditions are favourable; the average human being does not inherently dislike work.

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2. External control and the thrust of punishment are not the only means for bringing about efforts towards organizational objectives. Man can exercise self-control and self-direction in the service of objectives to which he is committed. 3. Commitment to objectives is a result of the rewards associated with their achievement. People select goals for themselves if they see the possibilities of some kind of reward that may be material or even psychological. 4. The average human being, under proper conditions does not shirk responsibility, but learn not only to accept responsibility but also to seek it. 5. He has capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems in widely, not narrowly distributed in the population. 6. Under conditions of modern industrial life the intellectual potentialities of people are only partially utilized. As a matter of fact, men, have unlimited potential.

Comparison of Theory X and Theory Y

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Abraham Maslow Maslow offers a general theory of motivation called the 'need hierarchy theory'. The features of his theory are as follows:1. People have a wide range of needs which motivate them to strive for fulfilment. 2. Human needs can be definitely categorized into five types: Physical needs, Safety or security needs, Affiliation or social needs, Esteem needs and Self-actualisation needs.

3. These needs can be arranged into a hierarchy. Physical needs are at the base whereas selfactualisation needs are at the apex. 4. People gratify their physical needs first, when the need is satisfied, they feel the urge for the next higher level need. 5. Relative satisfaction of lower level need is necessary to activate the next higher level need. 6. A satisfied need does not motivate human behaviour. It only triggers or activates the urge for the next higher level of needs.