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Mintzberg’s 10 Managerial Roles

Management expert Professor Henry Mintzberg has argued that a


manager’s work can be boiled down to ten common roles. Each role is
different, thus spanning the variety of all identified management behaviors.
This chart summarizes a manager’s ten roles:

Mintzberg’s Managerial Roles

Category Role Activities Examples

Information Monitor Seek and acquire Seek and receive


al work-related information,
information
(managing Scan/read trade press,
by periodicals, reports;
information attend seminars and
) training; maintain
personal contacts

Disseminat Communicate/ Send memos and


or disseminate reports; inform staffers
information to and subordinates of
others within the decisions
organization

Spokespers Communicate/trans Pass on memos,


on mit information to reports and
outsiders informational materials;
participate in
conferences/meetings
and report progress

Interperson Figurehead Perform social and Greet visitors, sign


al legal duties, act as legal documents,
symbolic leader attend ribbon cutting
(managing ceremonies,
through host receptions, etc.
people)

Leader Direct and Includes almost all


motivate interactions with
subordinates, subordinates
select and train
employees

Liaison Establish and Business


maintain contacts correspondence,
within and outside participation in
the organization meetings with
representatives
of other divisions or
organizations.

Decisional Entreprene Identify new ideas Implement innovations;


ur and initiate Plan for the future
(managing
improvement
through
projects
action)

Disturbanc Deals with disputes Settle conflicts between


e Handler or problems and subordinates; Choose
takes corrective strategic alternatives;
action Overcome crisis
situations

Resource Decide where to Draft and approve of


Allocator apply resources plans, schedules,
budgets; Set priorities
Negotiator Participates in Define goal; Identify
negotiation opportunity and risk;
activities with other Qualify alternative
organizations and choices
individuals.

In the real world, these roles overlap and a manager must learn to balance
them in order to manage effectively. Therefore, it can be applied to any
managerial situation where an examination of the levels to which a manager
uses each of the ten 'roles' at his or her disposal is required.

PFF

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Oliviane Th. Wenno