This Presentation briefly introduces you to the importance of Mintzberg managerial roles.

1. Importance of Mintzberg Managerial
Roles In Professional Life
Prepared By
Satyam Joshi
KNIPSS, Management Institute, Sultanpur

2. Mintzberg Managerial Roles
Managerial Roles
Decisional
Informational
Interpersonal

3. • Managerial roles are first published in “Mintzberg on Management:
Inside our Strange World of Organizations," in 1990.
• Dr. Henry Mintzberg a prominent management researcher conducted
a researcher to find out what are really a manager duties or
responsibilities. In 1916 Henri Fayol was first to give definition of
manager.

4. Before Mintzberg Theory
• 1916 The French industrialist H. Fayol introduced 4 typical manager’s
activities:
• Planning
• Organizing
• Coordinating
• Controlling

5. A manager is a person who manages or is in charge of something.
Managers can control departments in companies, or guide the people
who work for them. Managers must often make decisions about things.
According to Henri Fayol, a French management theorist, managers
must be able to do:
Planning
Organizing
Leading
Co-ordinating
Controlling
WHO ARE THE MANAGERS?

6. Dr. Henry Mintzberg wanted to find out that if
Henri Fayol’s 50 year old definition of manager
and management definition still stood is 60s
and 70s. So he conducted a research base on
structured observation method.

7. For this Mintzberg observed the daily activities of five executives for a
one week period. They all were from five different type of organization
 A consulting firm
 A school,
A technology firm,
A consumer goods manufacturer and
 A hospital.
He kept track of all there activates and analyzed it.

8. He identified 10 identified roles of a manager played in organization
which fall into three basic categories:
• Interpersonal roles
• Informational roles and
• Decisional roles.

9. Interpersonal
Roles
Figurehead Leader Liasion
Informational
Roles:
Monitor Disseminator Spokesman
Decisional
Roles
Entrepreneur
Disturbance
handler
Recourse
allocator
Negotiator
Roles

10. Importance of Managerial roles
• To regulate business.
• For innovation
• Directing subordinates.
• Attending meetings as a Liaison.
• Representing the organization.
• Transmitting information.
• Analyzing information.
• Allocation of resources.
cont’d

11. • Negotiating resources.
• Problem solving.
• Developing new ideas.
• Promoting the interests of the organization

12. MANAGERIAL ROLES

13. Three Interpersonal roles derive from the authority and status associated
with managers’ post.
Figurehead
The figurehead performs symbolic legal or social duties. All social, inspiration,
legal and ceremonial obligations. In this light, the manager is seen as a symbol of
status and authority.
Symbols
• Greet visitors
• Sign legal documents
• Attend ribbon cutting ceremonies
• Host receptions,etc.

15. Leader
The Leader builds relationships with employees and communicates
with, motivates, and coaches them. Duties are at the heart of the
manager-subordinate relationship and include structuring and
motivating subordinates, overseeing their progress, promoting and
encouraging their development, and balancing effectiveness.

17. He is a visionary. When he joined the group, it was barely doing
any business outside India. Even though many opposed him, he
maintained that the company had to go global. Today half of
Tata’s revenues come from overseas. Under his leadership Tata
acquired brands like Tetley, Jaguar Land Rover, and Taj Boston.
Ratan Tata

18. Liaison
The liaison maintains a network of contacts outside the work
unit to obtain information. Describes the information and
communication obligations of a manager. One must network
and engage in information exchange to gain access to
knowledge bases.

19. Larry Page, Google – Larry Page is another example of a businessperson who
can persevere any challenge. Larry and his company have faced much criticism
and received ample praise over the years for his company’s actions. But in the
midst of the storm, he has never let what others think sway him from pursuing
the course for his company that he considers the best.

20. Informational Roles
Informational roles involve receiving, collecting, and disseminating
information. The three informational roles include a monitor,
disseminator, and spokesperson.
These informational roles are all about receiving and transmitting
information so that managers can serve as the nerve centers of their
organization.
•Monitor: The monitor seeks internal and external information about
issues that can affect the organization. Duties include assessing
internal operations, a department’s success and the problems and
opportunities which may arise. All the information gained in this
capacity must be stored and maintained

21. •Disseminator
The disseminator transmits information internally that is
obtained from either internal or external sources. Highlights
factual or value based external views into the organization
and to subordinates. This requires both filtering
and delegation skills
In disseminator role manger distribute the information to his
subordinates and superiors by sending circulars, holding
meetings and making phone calls.

22. •Spokesperson
The spokesperson transmits information about the organization to
outsiders. Serves in a PR (performance) capacity by informing and
lobbying others to keep key stakeholders updated about the
operations of the organization.
Communicate/transmit information to outsiders
Pass on memos, reports and informational materials; participate in
conferences/meetings and report progress

24. Decisional Roles
Decisional roles revolved around making choices. Managers’
interpersonal role leads to the decisional roles.
Information and resources that’s collected and gathered by
the interpersonal makes a manger able to play the decisional
roles or responsibilities that his is obligated to.

25. The four Decisional roles include being an
 Entrepreneur
 Disturbance handler
 Resource allocator
 Negotiator

26. Entrepreneur
• The entrepreneur acts as an initiator, designer, and
encourage of change and innovation. Roles encourage
managers to create improvement projects and work to
delegate, empower and supervise teams in the
development process.

27. Dhirubhai Ambani (1932-2002) started out humbly by
selling traditional snacks to religious pilgrims.
His business soon grew, and he expanded and diversified,
eventually building India's largest private
company, Reliance Industries. Reliance has interests in
telecommunications, power generation, information
technology, consumer goods and logistics.

29. Disturbance handler
The disturbance handler takes corrective action when the
organization faces important, unexpected difficulties. A
generalist role that takes charge when an organization is
unexpectedly upset or transformed and requires calming and
support.

30. Shiv Nadar
Shiv Nadar is an Indian billionaire
industrialist and philanthropist. He is
the founder and chairman of HCL and
the Shiv Nadar Foundation.

31. Resource allocator
•Know Your objective
•Identify Resources
•Track Time
• Use Tools
The resource allocator distributes resources of all types, including
time, funding, equipment, and human resources. Describes the
responsibility of allocating and overseeing financial, material and
personnel resources.

32. •Negotiator
The negotiator represents the organization in major
negotiations affecting the manager’s areas of
responsibility is a specific task which is integral for
the spokesman, figurehead and resource allocator
roles.

33. Managers can use Mintzberg's 10 Management Roles model as
a frame of reference when they're
thinking about developing your own skills and knowledge. (This
includes developing yourself in
areas that you consciously or unconsciously shy away from.)
First, examine how much time you currently spend on each
managerial role -
 Managing conflict
 Disseminating information
 This will help them to decide which areas to work on first.
Applying the Model

34. Conclusion
This course has examined the role of the manager in theory and in
practice. You explored two classic theories on the role of the
manager and assessed their relevance for your current work. By
looking at the work of managers in a range of other organizations in
clips from Escape from the Boardroom you were able to make a
broader assessment of their relevance. You should now have a better
understanding of how your own skills and experience can impact on
your workplace.