Question

According to Henry Mintzberg, what are the roles (and the types of roles) that managers play? What does each role entail? 

Answer 1

Answer: The Canadian management expert Henry Mintzberg is an authority in the field of organizational structures and organizational design.

He has written many business books on various organizational management theories. Henry Mintzberg distinguishes ten key managerial roles that managers and executives fulfill. These Mintzberg Managerial Roles are subsequently divided up into three categories: the interpersonal category, the informational category, and the decisional category.

The activities that are carried out by those managers are key elements. The way in which the Mintzberg Managerial Roles are carried out, are influenced by individual and situational factors. Henry Mintzberg initially divided the ten managerial Roles roles into three sub-categories:

• Interpersonal contact
• Information processing
• Decision making

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

The following Mintzberg Managerial Roles are primarily concerned with interpersonal contact:

1. Figurehead

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.

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

2. Leader

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

3. Liaison

A manager serves as an intermediary and a linking pin between the high and low levels. In addition, he develops and maintains an external network.

As a networker, he has external contacts and he brings the right parties together. This will ultimately result in a positive contribution to the organization.

Information processing
According to Henry Mintzberg, the 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. The following Mintzberg Managerial Roles fall under process information:

4. Monitor

As a monitor, the manager gathers all internal and external information that is relevant to the organization.

He is also responsible for arranging, analyzing and assessing this information so that he can easily identify problems and opportunities and identify changes.

5. Disseminator

As a disseminator, the manager transmits factual information to his subordinates and to other people within the organization.

This may be information that was obtained either internally or externally.

6. Spokesman

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

Decision-making
Managers are responsible for decision-making and they can do this in different ways at different levels. The leadership style is important in decision-making.

An authoritarian leader is sooner inclined to make decisions independently than a democratic leader. The following Mintzberg Managerial Roles fall under decision-making:

7. Entrepreneur

As an entrepreneur, the manager designs and initiates changes and strategies.

8. Disturbance handler

In his managerial role as disturbance handler, the manager will always immediately respond to unexpected events and operational breakdowns. He aims for usable solutions.

The problems may be internal or external, for example, conflict situations or the scarcity of raw materials.

9. Resource allocator

In his resource allocator role, the manager controls and authorizes the use of organizational resources.

He allocates finance, assigns employees, positions of power, machines, materials and other resources so that all activities can be well-executed within the organization.

10. Negotiator

As a negotiator, the manager participates in negotiations with other organizations and individuals and he represents the interests of the organization.

This may be in relation to his own staff as well as to third parties. For example salary negotiations or negotiations with respect to procurement terms.