Mintzberg's Managerial Roles

About this video

• Video Title: Mintzberg's Managerial Roles
• Channel: Alanis Business Academy
• Speakers: None listed
• Duration: 00:09:41

Overview

This video explores Henry Mintzberg's theory of managerial roles, which proposes that managers perform ten distinct roles categorized into three groups: interpersonal, informational, and decisional. The video aims to provide a more accurate and practical understanding of what managers actually do, contrasting it with earlier, more abstract management theories.

Key takeaways

• Critique of Traditional Management Theory: Henry Mintzberg found earlier models of management, like Fayol's planning, organizing, leading, and controlling, to be too vague and not representative of actual managerial work.
• Mintzberg's Three Managerial Role Categories: Managers fulfill roles within three main categories: Interpersonal, Informational, and Decisional.
• Interpersonal Roles: These roles stem from a manager's formal authority and status. They include:
  • Figurehead: Performing ceremonial duties (e.g., taking a new employee to lunch).
  • Leader: Being accountable for the work and performance of subordinates, including hiring, training, and motivation.
  • Liaison: Acting as a connection between the organization and external contacts (peers, customers, suppliers).
• Informational Roles: These roles involve gathering and disseminating information, enabled by the contacts made through interpersonal roles. They include:
  • Monitor: Scanning the environment for information.
  • Disseminator: Relaying collected information to subordinates.
  • Spokesperson: Communicating information to external parties.
• Decisional Roles: These roles involve using information to make decisions and drive action. They include:
  • Entrepreneur: Seeking opportunities to improve the organization.
  • Disturbance Handler: Responding to unpredictable events and pressures beyond their control.
  • Resource Allocator: Deciding who gets what resources (time, money, equipment).
  • Negotiator: Committing organizational resources and negotiating contracts and grievances.
• Interdependence of Roles: Mintzberg emphasizes that all ten roles are interconnected and crucial for a manager's effectiveness. For instance, without access to information (informational role), a manager cannot make sound decisions or allocate resources effectively.