06/03/26 Fri 18:26pm
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#EOM
Henry Mintzberg’s model
Interpersonal roles:
- Figurehead role
- Leader roles
- Liaison role
Informational roles:
- Monitor role
- Disseminator role
- Spokesman role
Decisional roles:
- Entrepreneurial role
- Disturbance handler role
- Resource allocator role
- Negotiator role
1. Figure head Role
By virtue of his/her position as head of an organisational unit, every manager must perform some duties of ceremonial nature.
a. The president greets the touring dignitaries ( attends ribbon cutting ceremonies )
etc etc
2. Leader role
this manager is responsible for the work of the people of that unit. His actions in this regard constitute the leader role.
Formal Authority vests them with great potential power; leadership determines in large part how much of it they will realise.
3. Liaison role
In the liaison role the manager makes contacts outside his vertical chain of command. Managers spend as much time with peers and other people outside their units as they do with their own subordinates, and surprisingly…
4. Monitor Role
MBWA
Managing By Wandering Around
5. Disseminator role
The manager must share and distribute much of information.
6. Spokesman role
In their spokesman role, the manager sends some of his information to people outside their unit.
7. Entrepreneurial Role
the entrepreneurial role describes the manager as the voluntary initiator of change.
8. Disturbance handler role
While the entrepreneurial role describes the manager as the voluntary initiaor of change, the disturbance handler role depicts the manager involuntarily responding to pressures.