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184
Management Roles
In the late 1960s, a graduate student at MIT, Henry Mintzberg, undertook a careful study of five executives
to determine what these managers did on their jobs. On the basis of his observations of these managers, Mintz-
berg concluded that managers perform ten different, highly interrelated roles, or sets of behaviors attributable to
their jobs. As shown in Exhibit 1-1, these ten roles can be grouped as being primarily concerned with interper-
sonal relation-ships, the transfer of information, and decision-making.
Controlling – monitoring activities to ensure they are being accomplished as planned and correcting any
significant deviations.
Managers plan, organize, lead, and control.
T a s k 7. Discuss the differences and significance of the managerial roles.
INTERPERSONAL ROLES All managers are required to perform duties that are ceremonial and sym-
bolic in nature. When the president of a college hands out diplomas at commencement or a factory supervisor
gives a group of high school students a tour of the plant, he or she is acting in a figurehead role. All managers
also have a leadership role. This role includes hiring, training, motivating, and disciplining employees. The
third role within the interpersonal grouping is the liaison role. Mintzberg described this activity as contacting
outsiders who provide the manager with information. These may be individuals or groups inside or outside the
organization.
The sales manager who obtains information from the personnel manager in his or her own company has an
internal liaison relationship. When that sales manager has contacts with other sales executives through a mar-
keting trade association, he or she has an outside liaison relationship.
INFORMATION ROLES All managers, to some degree, collect information from organizations and in-
stitutions outside their own. Typically, they get information by reading magazines and talking with other people
to learn of changes in the public’s tastes, what competitors may be planning, and the like. Mintzberg called this
the monitor role. Managers also act as a conduit to transmit information to organizational members. This is the
disseminator role. Managers additionally perform a spokesperson role when they represent the organization to
outsiders.
DECISIONAL ROLES Finally, Mintzberg identified four roles that revolve around the making of
choices. In the entrepreneur role, managers initiate and oversee new projects that will improve their organiza-
tion’s performance. As disturbance handlers, managers take corrective action in response to unforeseen prob-
lems. As resource allocators, managers are responsible for allocating human, physical, and monetary resources.
Last, managers perform a negotiator role, in which they discuss issues and bargain with other units to gain ad-
vantages for their own unit.
Management Skills
Still another way of considering what managers do is to look at the skills or competencies they need to suc-
cessfully achieve their goals. Robert Katz has identified three essential management skills: technical, human,
and conceptual.
Technical skills encompass the ability to apply specialized knowledge or expertise. When you think of the
skills held by professionals such as civil engineers, tax accountants, or oral surgeons, you typically focus on
their technical skills. Through extensive formal education, they have learned the special knowledge and prac-
tices of their field. Of course, professionals don’t have a monopoly on technical skills, and not all technical
skills have to be learned in schools or formal training programs. All jobs require some specialized expertise,
and many people develop their technical skills on the job.
Technical skills – means the ability to apply specialized knowledge or expertise.
Many people are technically proficient but interpersonally incompetent.
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