Mintzberg's Managerial Roles

The Canadian management expert ______ is an authority in the field of organizational structures and organizational design. He has written many business books on various organizational management theories. He is best known for the ____ key managerial roles that managers and executives fulfill. These Mintzberg Managerial Roles are subsequently divided up into three categories: the ______category, the ____ category and the ______ category. These categories will be discussed later in this lecture/presentation. Mintzberg's objective was to observe and analyze ____ behavior. By studying the Mintzberg Managerial Roles, it is possible to find out in which areas managers can ____ themselves and how they can develop the right skills.

Henry Mintzberg, ten, interpersonal, informational, decisional, managerial, improve

______concerns the contact between the manager and the people in their environment. For example, subordinates, other managers, the board of directors, the works council, customers and suppliers.

Interpersonal contact

___, the manager motivates and develops staff and fosters a positive work environment. The manager coaches and supports staff, enters into (official) conversations with them, assesses them and offers education and training courses.

Leader

A manager serves as an intermediary and a linking pin between the high and low levels. In addition, the manager develops and maintains an external network. As a networker the manager has external contacts and he brings the right parties together. This will ultimately result in a positive contribution to the organization.

Liason

the manager transmits factual information to subordinates and to other people within the organization. This may be information that was obtained either internally or externally.

disseminator

______will always respond to unexpected events and operational breakdowns. The problems may be internal or external, for example conflict situations or the scarcity of raw materials. The manager aims for usable solutions.

disturbance handler

the manager designs, and initiates changes and strategies.

entrepreneur

decision making

entrepreneur, disturbance handler, resource allocator, negotiator

As head of a department or an organization, a manager is expected to carry out ceremonial and/or symbolic duties. A manager represents the company both internally and externally in all matters of formality.

figurehead

The manager is a networker but also serves as an exemplary role model. The manager is the one who addresses people celebrating their anniversaries, attends business dinners and receptions.

figurehead

Interpersonal contact

figurehead, leader, liason

According to Mintzberg, this managerial role involves the processing of information which means that they send, pass on and analyze information. Managers are linking pins; they are expected to exchange flows of vertical information with their subordinates and horizontal flows of information with their fellow managers and the board of directors. Furthermore, managers have the responsibility to filter and transmit information that is important for both groups.

informational processing

the manager gathers all internal and external information that is relevant to the organization. The manager is also responsible for arranging, analyzing and assessing this information so that they can easily identify problems and opportunities and identify changes.

monitor

Information processing

monitor, disseminator, spokesperson

the manager represents the company and he communicates to the outside world on corporate policies, performance and other relevant information for external parties.

spokesperson