Mintzberg Managerial Role

[Nicodemo Aidara]

Beinga manager means assuming various managerial roles at the same time. You would have to be an inspirational leader, take responsibility for people and processes, and handle multiple issues of different kinds. Each of the roles managers perform is important, and each presents its own challenges.

In this article, we will discuss managerial roles described in the theory of Henry Mintzberg, a Canadian academic and author specializing in business and management, a Professor of Management studies at McGill University. Mintzberg categorized managerial responsibilities, drawing a line between duties that require different skill sets. This way, he made it easier to analyze the nature of managerial work.

Managerial roles are behaviors adopted to perform various management functions, like leading and planning, organizing, strategizing, and solving problems. Within an organization, managers of different levels have different responsibilities that may overlap.

Henry Mintzberg classified managerial roles based on their purpose. He developed 10 managerial roles and divided them in 3 categories, grouping the roles that share similar features. Some of these features can be applied to two or more roles at the same time.

Informational roles. The informational category involves creating, receiving, or sharing information with coworkers. The manager collects information from sources both inside and outside the organization, processes it, and delivers it to those who need it.

Decisional roles. Interpersonal roles are about dealing with people, and informational ones are about dealing with knowledge. Decisional roles are about action. By communicating with people and using information, managers make decisions that lead the organization to its goals.

This role requires performing social, ceremonial, and legal responsibilities. The Figurehead represents the organization, as well as motivates the team to achieve goals. For people, this managerial role is a source of power and authority.

The responsibilities include hiring and training (direct leadership) and encouragement of employees (indirect leadership). Leaders influence and motivate people, giving them a sense of purpose to reach organizational goals.

Managers in the liaison role develop and maintain internal and external relationships. They are a connection link that bridges the gap between employees of different levels to ensure work is done smoothly. Liaisons transfer knowledge through different members of the organization, up and down the chain of command, and can also involve their business contacts from outside the company.

In the monitor role, managers are expected to look for information necessary for their organization, as well as for information that can concern potential industry changes. They gather internal and external sources, trying to identify problems and opportunities for growth. In other words, they scan the environment to assess the current state of things in a company and see if corrective action is needed.

A manager can pass on information directly to the appropriate person, or pass it on between subordinates if they lack contact. The information can concern the organization's direction or strategy, as well as specific technical issues.

Managers in a spokesperson role speak for their organization, defending the company's interests. Their responsibility is to make the organization look good in the eyes of potential or new clients and the general public.

In the entrepreneur role, a manager organizes and runs business processes. This role develops and implements new ideas or strategies, which often means coming up with innovative solutions. Entrepreneurs create conditions for change since innovation and change are needed for a company to stay competitive. Besides, they make sure a company adopts new products and processes pioneered by others or change the organizational structure.

The resource allocator role requires a manager to determine how and where to apply organizational resources. By resources we mean equipment, staff, funding, facilities, and time. Typically, the resources an organization has are limited, so it takes some effort to decide how to best allocate them.

Managers participate in negotiations, trying to reach their goals. This managerial role includes negotiating with external parties, where they represent the interests of their organizations, as well as negotiating with internal parties, such as other departments or team members.

First of all, think about your reputation. Do you set a good example? Are you empathetic and humble, or, on the contrary, cold and selfish? Answer these questions to see where you need to work on your personality.

There are different ways of how to make contact with the necessary people. You could meet them face-to-face at conferences. You could also use social media like LinkedIn or Twitter. In any case, your task is to let people know what your organization does and get them interested.

To share information with coworkers, you will need to have good communication skills. You can communicate verbally, using your body language or phone, or through writing. Traditional face-to-face meetings are very useful but time-consuming. Instant communication saves your time, but it may also create a lot of misunderstanding.

As a spokesperson, a manager is expected to represent the organization and speak for it. Managers will have to know how to deliver excellent presentations and probably work with the media. This means a manager will have to create an image of a confident person who can freely speak in public.

A good leader is supposed to have conflict resolution skills, because conflicts will inevitably take place. Sometimes employees cannot resolve conflicts by themselves, and will need leader's help. Sometimes a leader will be involved in a conflict himself.

The value of Henry Mintzberg's management theory is that he described the roles managers of different levels play every day - this is a holistic approach that reflects the whole complexity of the managerial work. At the same time, this typology gives managers a chance to clearly see where they lack skill, so they can work on self-improvement.

Above all, the theory is based on his observation of managers in various organisations and how they operate. It outlines 10 distinct managerial roles divided into interpersonal, informational and decisional.

In brief, the 10 types of managerial roles, as identified by Henry Mintzberg, include the figurehead role, leader role, liaison role, monitor role, disseminator role, spokesperson role, entrepreneur role, disturbance handler role and resource allocator.

As a figurehead, a manager represents the organisation in an official capacity, performing ceremonial and symbolic duties. This role involves attending important events, signing legal documents, and acting as the face of the organisation.

A liaison establishes and maintains relationships with external stakeholders, such as vendors, customers, and industry peers. This role requires strong networking skills and the ability to build trust with various parties.

In the entrepreneur role, a manager identifies opportunities for innovation and growth, driving the organisation forward. This role involves strategic planning, resource allocation, and risk management.

As a negotiator, a manager resolves conflicts and reaches agreements with various stakeholders, such as employees, suppliers, and customers. This role requires strong negotiation and conflict-resolution skills.

When managers tap into internal sources, they can better understand the strengths and weaknesses of their organisation, identify areas for improvement, and implement strategies to enhance overall performance.

By staying attuned to external sources, managers can anticipate and respond to changes in the market, identify potential opportunities and threats, and position their organisations for sustained success.

Internal relationships are the connections managers establish with their subordinates, peers, and other members of the organisation. By cultivating strong internal relationships, managers can foster teamwork, facilitate communication, and enhance overall organisational performance. These relationships involve:

By attending industry conferences, a manager can build connections with other professionals, gain insights into market trends, and discover potential partnership opportunities. Furthermore, this external networking helps the manager stay informed and bring fresh ideas and perspectives back to the organisation.

A manager can identify areas of improvement within the organisation and introduce innovative processes to enhance efficiency and productivity. For example, they might implement a new project management tool or streamline communication channels to reduce bottlenecks.

When conflicts arise between departments, a manager can step in as a mediator, facilitating open dialogue and helping the parties involved reach a mutually beneficial resolution. This decisive action fosters a harmonious work environment and minimises disruptions to productivity.

In particular, determine how well you are performing in the interpersonal, informational, and decisional categories. This self-assessment will provide you with a clear understanding of your current managerial style and help you identify areas that need improvement.

Importantly, these roles provide a robust framework for leaders to better understand their responsibilities, enabling them to inspire their teams, make well-informed decisions, and maintain strong relationships with both internal and external stakeholders.

Given the rapid technological advancements and ever-shifting market demands of our era, it is essential that leaders embody certain roles. By doing so, they can better equip themselves to drive innovation, anticipate challenges, and steer their organizations towards a prosperous future.

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