Management
Roles
• Roles are specific actions or behaviors
expected of a manager.
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision- making.
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Three Types of Roles
• Interpersonal roles
– Figurehead (H), leader (L), liaison (H)
• Informational roles
– Monitor, disseminator (H), spokesperson (H)
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator,
negotiator (H)
H-Higher-level Managers
L-Lower-level Managers
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• Interpersonal: This role involves human
interaction.
• Informational: This role involves the sharing
and analyzing of information.
• Decisional: This role involves decision making.
• Monitor: Seek and receive information; scan
periodicals and reports; maintain personal
contact with stakeholders.
• Disseminator: Forward information to
organization members via memos, reports, and
phone calls.
• Spokesperson: Transmit information to
outsiders viaCopyright
reports, © 2016 bymemos,
Pearson Education,and
Inc. speeches. 4
• Figurehead: Perform ceremonial and
symbolic duties, such as greeting visitors
and signing legal documents.
• Leader: Direct and motivate
subordinates; counsel and communicate
with subordinates.
• Liaison: Maintain information links both
inside and outside organization via mail,
phone calls, and meetings.
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• Entrepreneur: Initiate improvement projects;
identify new ideas and delegate idea
responsibility to others.
• Disturbance Handler: Take corrective action
during disputes or crises; resolve conflicts
among subordinates; adapt to environments.
• Resource Allocator: Decide who gets resources;
prepare budgets; set schedules and determine
priorities.
• Negotiator: Represent department during
negotiations of union contracts, sales,
purchases, and budgets.
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Exhibit 1-5
Mintzberg’s Managerial Roles
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Minzberg Manager’s role: Update
• Manager’s role is to influence action by:
1. Managing actions directly
2. Managing people who take action
3. Managing information that propels people to
take action
• Manager’s dual roles include:
1. Framing: Framing the problems
2. Scheduling: Who will do things when and
where
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Importance of Roles
Roles Played by Managers Roles Played by Managers
in Small Firms in Large Firms
Spokesperson High Resource allocator
Entrepreneur Liaison
Figurehead Monitor
Moderate
Leader Disturbance Handler
Negotiator
Disseminator Entrepreneur
Low
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Skills Managers Need
• Technical skills
– Involve job-specific Knowledge and techniques required to
perform tasks
• Human skills
– Used to work with, understand, and motivate individuals
and groups
• Conceptual skills
– The ability to think and conceptualize about abstract and
complex situations concerning the organization.
– Used to analyze and diagnose complex situations.
• Political Skills (in big business)
– Used to build a power base and establish connections
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Exhibit 1-6
Skills Needed at Different
Managerial Levels
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Exhibit 1-7
Important Managerial Levels
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Exhibit 1-8
Changes Facing Managers
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The Importance of Customers
• Customers:
– Without customers, most organizations would cease to
exist.
– Managing customer relationships is the responsibility of all
managers and employees.
– Employee attitudes and behaviors play a big part in
customer satisfaction.
– Managers must create a customer-responsive environment
where employees are friendly, knowledgeable, and
sensitive to customer needs.
– Consistent high quality customer service is essential for
survival.
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The Importance of
Social Media
• Social media
– Forms of electronic communication through which
users create online communities to share ideas,
information, personal messages, and other
content.
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The Importance
of Innovation
• Innovation
– Doing things differently, exploring new territory,
and taking risks.
– Managers should encourage employees to be
aware of and act on opportunities for innovation.
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The Importance of
Sustainability
• Sustainability – a company’s ability to achieve its
business goals and increase long-term shareholder
value by integrating economic, environmental, and
social opportunities into its business strategies.
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Why Study Management?
• We all benefit from efficiently and effectively run
businesses.
• Well-managed organizations prosper even in
Challenging economic times.
• After graduation, most students become managers or
are managed.
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