Management expert Professor Henry Mintzberg has argued that a manager’s work can be boiled down to ten common roles. According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).
This chart summarizes a manager’s ten roles:
Mintzberg’s Managerial Roles
Category
Role
Activity
Examples
Informational
Monitor
Seek and acquire work-related information
Scan/read trade press, periodicals, reports; attend seminars and training; maintain personal contacts
Disseminator
Communicate/ disseminate information to others within the organization
Send memos and reports; inform staffers and subordinates of decisions
Spokesperson
Communicate/transmit information to outsiders
Pass on memos, reports and informational materials; participate in conferences/meetings and report progress
Interpersonal
Figurehead
Perform social and legal duties, act as symbolic leader
Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc.
Leader
Direct and motivate subordinates, select and train employees
Includes almost all interactions with subordinates
Liaison
Establish and maintain contacts within and outside the organization
Business correspondence, participation in meetings with representatives of other divisions or organizations.
The Term Paper on Role of the Human Resources manager in an organization
Executive Summary This report is the result from an informational interview with a professional of Human resources management with a minimum of five years experience in the field. An informational interview is an interview which allows a student or career changer to ask questions to someone working in the field he/she is interested in. The purpose of this informational interview was to gather more ...
Decisional
Entrepreneur
Identify new ideas and initiate improvement projects
Implement innovations; Plan for the future
Disturbance Handler
Deals with disputes or problems and takes corrective action
Settle conflicts between subordinates; Choose strategic alternatives; Overcome crisis situations
Resource Allocator
Decide where to apply resources
Draft and approve of plans, schedules, budgets; Set priorities
Negotiator
Defends business interests
Participates in and directs negotiations within team, department, and organization In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: “The manager who only communicates or only conceives never gets anything done, while the manager who only ‘does’ ends up doing it all alone.”
References
https://www.boundless.com/economics/introduction-to-macroeconomics/key-topics-in-macroeconomics/the-business-cycle-definition-and-phases/ http://kalyan-city.blogspot.com/2011/06/4-phases-of-business-cycle-in-economics.html http://www.business-case-analysis.com/business-cycle.html
http://en.wikipedia.org/wiki/Business_cycle
