{"id":146,"date":"2019-06-24T11:19:51","date_gmt":"2019-06-24T11:19:51","guid":{"rendered":"http:\/\/hrmp02.epgpbooks.inflibnet.ac.in\/?post_type=chapter&p=146"},"modified":"2019-06-27T06:48:58","modified_gmt":"2019-06-27T06:48:58","slug":"henry-mintzbergs-functions","status":"publish","type":"chapter","link":"https:\/\/ebooks.inflibnet.ac.in\/hrmp02\/chapter\/henry-mintzbergs-functions\/","title":{"rendered":"Henry Mintzberg’s Functions"},"content":{"raw":"
\"epgp<\/a>\r\n<\/span><\/div>\r\n
\r\n\r\n \r\n\r\n13.1\u00a0 Learning Objective\r\n\r\n \r\n\r\n13.2\u00a0 Introduction\r\n\r\n \r\n\r\n13.3\u00a0 Manager Roles\r\n\r\n \r\n\r\n13.4\u00a0 Interpersonal Category\r\n\r\n \r\n\r\n13.5\u00a0 Applying the Model\r\n\r\n \r\n\r\n13.6\u00a0 5 P\u2019s of Strategy\r\n\r\n \r\n\r\n13.7\u00a0 Generalist and Specialist Management\r\n\r\n \r\n\r\n13.8 Summary\r\n\r\n \r\n\r\n \r\n\r\nLearning Objectives<\/strong>\r\n\r\n \r\n\r\nAfter completing this module, you will be able to:\r\n
    \r\n \t
  1. To understand the theory given by Dr. Henry Mintzberg<\/li>\r\n \t
  2. To study the role of manager at different levels of management<\/li>\r\n \t
  3. To know the types of management and its roles in organization<\/li>\r\n<\/ol>\r\n \r\n\r\nIntroduction<\/strong>\r\n\r\n \r\n

    Dr Henry Mintzberg, a prominent management researcher, conducted a researcher to find out what area manager duties or responsibilities. In 1916 Henri Fayol was first to define manager. Dr Henry Mintzberg wanted to find out that if Henri Fayol\u2019s 50-year-old definition of manager and management definition still stood in the 60s and 70s. So he conducted a research base on structured observation method.<\/p>\r\n \r\n

    For this Mintzberg observed the daily activities of five executives for a one-week period. They all were from five different type of organization; a consulting firm, a school, a technology firm, a consumer goods manufacturer and a hospital. He kept track of all there activates and analyzed it. His research report titled \"MANAGERIAL WORK: ANALYSIS FROM OBSERVATION\" was for his doctoral dissertation, at the Sloan School of Management, M. I. T. At January 1971 he submitted the report, and it was accepted and published in October 1971. In his research, Mintzberg said that what managers do can best be described by looking at the roles they play at work. The term management role refers to specific categories of managerial behaviour. He identified ten identified roles of a manager played in an organization which fall into three basic categories: interpersonal roles, informational roles and decisional roles.<\/p>\r\n \r\n

    Concept<\/strong><\/p>\r\n \r\n

    According to Mintzberg, the work carried out by managers takes place on three levels, ranging from conceptual to practical: working with information, working with and through people, and taking action. In the middle of the model are the managers who shape their work by developing specific strategies and taking specific decisions. He examines the external context (country culture, sector and industry), organizational context (type, size and life cycle of organization), position context (level and type), situational context (temporary conditions and management trends) and personal context (background, years of employment and management style). It turns out that, except management trends, all factors influence the work of managers, the most important of which is the organizational type, since the nature of the organization determines many of the activities a manager must carry out. Mintzberg also claims that the work done by managers in different countries is similar since the country culture is far less important than expected.<\/span><\/p>\r\n\r\n<\/div>\r\n

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    Mintzberg lays a good dose of realism on the table: there is no recipe for success that applies to all managers under all conditions. But to help managers on their way to becoming more successful, Mintzberg provides a management effectiveness model that is derived from the literature on functional and happy families. Unfortunately, Mintzberg does not clarify why this model, in particular, is useful for developing effective managers. He does not go beyond saying that this model appealed to him considerably. What the model boils down to is that managers must first put in a great deal of energy to be able to do their hectic work. But, amidst all this chaos, they often need to find a moment for reflection, time to think about their organization. They also need to have good analytical skills, since trusting intuition alone is no longer an option in today\u2019s world. A worldly perspective, defined by Mintzberg as multicultural sensitivity, a good sense of teamwork and a proactive attitude also help considerably.<\/p>\r\n\r\n<\/div>\r\n

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    Source: Albertsuckow.com<\/p>\r\n \r\n

    The role of 'manager' sound simple enough, but anyone who has ever served as a manager knows that it is far more complex than it might sound at first. Being a leader in any organization is a complicated and challenging task that can take on a variety of forms depending on the needs of the organization and the people that are being led. Any given manager may be asked to complete a variety of tasks during a given day depending on what comes up and what problems need to be solved.<\/p>\r\n \r\n

    Management expert Professor Henry Mintzberg has argued that a manager\u2019s work can be boiled\u00a0<\/span>down to ten common roles. According to Mintzberg, these roles, or expectations for a manager's behaviour, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action). These roles require developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information networks, making decisions with little or ambiguous\u00a0<\/span>information and allocating resources. In this process, at different times, managers \u201cwear ten hats\u201d divided into the three categories:<\/span><\/p>\r\n\r\n<\/div>\r\n

    \r\n\r\n \r\n\r\nThe Roles<\/strong>\r\n\r\n \r\n

    Mintzberg published his Ten Management Roles in his book, \"Mintzberg on Management: Inside our Strange World of Organizations,\" in 1990.<\/p>\r\n \r\n\r\nThe ten roles are:\r\n

      \r\n \t
    1. Figurehead<\/li>\r\n \t
    2. Leader<\/li>\r\n \t
    3. Liaison<\/li>\r\n \t
    4. Monitor<\/li>\r\n \t
    5. Disseminator<\/li>\r\n \t
    6. Spokesperson<\/li>\r\n \t
    7. Entrepreneur<\/li>\r\n \t
    8. Disturbance Handler<\/li>\r\n \t
    9. Resource Allocator<\/li>\r\n \t
    10. Negotiator<\/li>\r\n<\/ol>\r\n<\/div>\r\n
      \r\n\r\n\"\"\r\n

      Mintezberg's Management Roles<\/strong><\/p>\r\n \r\n\r\nInterpersonal Category<\/strong>\r\n\r\n \r\n\r\nThe managerial roles in this category involve providing<\/strong> information and ideas.\r\n\r\n \r\n

        \r\n \t
      1. Figurehead <\/strong>\u2013One of the important roles of a leader is simply to be a figurehead for the rest of the group. This is one of the interpersonal roles because so much of it is about being someone that people can turn to when they need help, support, etc. A good leader will project confidence so that everyone involved feels a sense of security and reassurance that the job will be done right. As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.<\/li>\r\n \t
      2. Leader <\/strong>\u2013 Another interpersonal role, this one should be obvious. A manager needs to lead the people that he or she is in charge of guiding toward a specific goal. This can include telling them what to do and when to do it, organizing the structure of the team members to highlight specific skills that each possesses, and even offering rewards for a job well done. This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.<\/span><\/li>\r\n \t
      3. Liaison <\/strong>\u2013 The final role within the interpersonal category, acting as a liaison means that the manager must successfully interface with a variety of people - both within the organization and on the outside - to keep things running smoothly. This point is all about communication, and it is one of the main things that determine the ultimate success or failure of a manager. Being able to properly communicate with a range of people in such a way that the project remains on track is a crucial skill to develop. Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.<\/span><\/li>\r\n<\/ol>\r\n<\/div>\r\n
        \r\n\r\n\"\"\r\n\r\nInformational Category<\/strong>\r\n\r\n \r\n\r\nThe managerial roles in this category involve processing<\/strong> information.\r\n\r\n \r\n

        4.\u00a0Monitor <\/strong>\u2013 In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, regarding both their productivity and their well-being.<\/p>\r\n \r\n

        5.\u00a0Disseminator <\/strong>\u2013 This is where you communicate potentially useful information to your colleagues and your team.<\/p>\r\n \r\n

        6.\u00a0Spokesperson <\/strong>\u2013 As the head of a team of any size or role within the organization, you will be the representative of that team when it comes to meetings, announcements, etc. Being a spokesperson is the final informational role on the list, and it is an important one because perception is often a big part of reality. Even if your team is doing great work, it might not be reflected as such to other decision-makers in the organization if you aren't a good spokesperson. Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.<\/p>\r\n\r\n<\/div>\r\n

        \r\n\r\n\"\"\r\n\r\nDecisional Category<\/strong>\r\n\r\n \r\n\r\nThe managerial roles in this category involve using<\/strong> information.\r\n\r\n \r\n

        7.\u00a0Entrepreneur <\/strong>\u2013 In some ways, being a manager within a larger organization is like running your own small business. While you will have managers above you to answer to, you still need to think like an entrepreneur regarding quickly solving problems, thinking of new ideas that could move your team forward, and more. This is the first role within the decisional category on the list. As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.<\/p>\r\n \r\n

        8.\u00a0Disturbance Handler <\/strong>\u2013 When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.<\/p>\r\n \r\n

        9.\u00a0\u00a0Resource Allocator <\/strong>\u2013 Every project is tackled using resources that are limited in some way or another. As a resource allocator, it is your job to best use what you have available to get the job done and meet your defined goals and objectives. Resources can include a budget that has been made available for a project, raw materials, employees, and more. This is the third item within the decisional category, yet it is one of the most important things a manager must do. You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.<\/p>\r\n \r\n

        10.\u00a0 Negotiator <\/strong>\u2013 Business is all about negotiation, and that is especially true for managers. The final role on the list, being a negotiator doesn't just mean going outside of the organization to negotiate the terms of a new deal. In fact, most of the necessary negotiation will take place right within your team itself. Getting everyone to get into the overall goal and vision for a project likely will mean negotiating with individual team members to get them to adopt a role that suits their skills and personal development\u00a0goals. A good manager will be able to negotiate their way through these challenges and keep the project on track for success. You may be needed to take part in, and direct, important negotiations within your team, department, or organization.<\/span><\/p>\r\n\r\n<\/div>\r\n

        \r\n\r\n\"\"\r\n\r\nApplying the Model<\/strong>\r\n\r\n \r\n

        You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking about developing your skills and knowledge. (This includes developing you in areas that you consciously or unconsciously shy away from.)<\/p>\r\n \r\n

        First, examine how much time you currently spend on each managerial role. Do you spend most of your day leading? Managing conflict? Disseminating information? This will help you decide which areas to work on first.<\/p>\r\n \r\n\r\nMintzberg's 5 Ps for Strategy<\/strong>\r\n\r\n \r\n

        The word \"strategy\" has been used implicitly in different ways even if it has traditionally been defined in only one. Explicit recognition of multiple definitions can help people to manoeuvre through this difficult field. Mintzberg provides five definitions of strategy:<\/p>\r\n\r\n