Manager Role-Henry Mintzberg’s Management Roles Essay Sample.

Henry Mintzberg’s management roles with manager interviewed As described above, Ms. Ong is a middle level manager. Middle managers included all levels of management between the first-line level and the top level of the organization who manage the work of first-line managers (Robbins et al, 2006).

Henry Mintzberg is notorious for the formation of the ten managerial roles that make it possible for managers to accomplish organizational goals. These roles can be classified into three categories: Interpersonal, informational and decisional. This essay will focus mainly on the informational roles managers tend to conform to.

In this role the managers regularly seek out information related to the organisation and industry. They monitor relevant changes in the environment and also monitor their team’s productivity and well-being. Examples of workplace experience include maintaining personal contact, attending seminars and training; and reading reports.

Mintzberg's Ten Roles to Functional Approach to Management. Introduction to Management Student Reg: 125895 Question 1: Define management?Management is the process of coordinating work activities so that they are completed efficiently and effectively with and through other people. It also aims at achieving organisational goals through efficient and effective.

Mintzberg's Management Roles The role of 'manager' sound simple enough, but anyone who has ever served as a manager knows that it is far more complex than it might sound at first. Being a leader in any organization is a complicated and challenging task that can take on a variety of forms depending on the needs of the organization and the people that are being led.

The first category of Mintzberg’s management roles is the interpersonal roles.Interpersonal roles are managerial roles that involve people and other duties that are ceremonial and symbolic in nature. (Robbins et al., 2008).

Society Has Become Unmanageable as a Result of Management, in Mintzberg on Management (Free Press, 1989) - cerebral style management is destroying our organizations and our social fabric. Link; Training Managers, Not MBAs in Mintzberg on Management (Free Press, 1989) - why we need to rethink degree management education. Link.

Mintzberg’s managerial roles are based on the concept that managers are engaged in interpersonal, informational, and decisional roles. Interpersonal roles involve being a figurehead (a source of inspiration) for one’s group, acting as their leader, and engaging in liaison activities between the group and other groups.

The motive of this essay is to grasp or understand the roles of a manager and to discuss on the relevance of Mintzberg’s decisional roles towards management work. In addition, the purpose of this essay is also to assess to an extent which organisational behaviour approached are conspicuous in the service of this manager.

In Mintzberg’s framework, a manager consists of 3 roles: informational roles, interpersonal roles, and decisional roles. Throughout this essay, the structure will be first about discussion of Fayol and Mintzberg theories in management, then, their comparison and contrast relating functional and process approaches in describing managerial tasks and ultimately the assumption section.

Such roles are known as management roles are referred to specific categories of managerial behaviour. (Stephen P. R. et al 2003) Mintzberg states that there are 10 managerial roles in total that can be grouped into 3 which are interpersonal roles, informational roles and decisional roles. Interpersonal roles would require a manager to be.

Mintzberg’s decisional roles of resource allocator is regarded as “the manager will decide who will get what in his organisation” as cited in (Mintzberg, 1973). This role is closely linked to Robert L. Katz’s technical skill, as stated previously, technical skill, is a skill that requires the manager to have adequate knowledge and mastery in a specific field (Kamble, 2011).