Mitzberg Roles

8/8/2019 Mitzberg Roles

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Who Are Managers?

Manager

Someone who coordinates and oversees the

work ofother people so that organizational

goals can be accomplished.

Nonmanagerial employees

These organizational members who work

directlyon a job or task and have noonereporting to them.


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Managerial Levels


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Classifying Managers First-line Managers

Are at the lowest level ofmanagement and

manage the work ofnon-managerial

employees. Middle Managers

Manage the work offirst-line managers.

Top Managers Are responsible formaking organization-wide

decisions and establishing plans and goals

that affect the entire organization.


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What Is Management?

Coordinating and overseeing the workactivities ofothers so that their activitiesare completed efficiently and effectively.

Managerial Concerns

Efficiency Doing things right

Getting the most output for the least inputs

Effectiveness Doing the right things

Attaining organizational goals


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Effectiveness and Efficiency in Management


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What Do Managers Do? Functional Approach / Management Functions:

Planning

Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities. Organizing

Arranging and structuring work to accomplish

organizations goals.

Leading Working with and through people to accomplish goals.

Controlling

Monitoring, comparing, and correcting the work.


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Management Functions


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What Do Managers Do? (contd)

Management Roles Approach

Henry Mitzberg classified the activities ofmanagers

into 10 management roles.

I) Interpersonal roles: involves people and other duties

that are ceremonial or symbolic in nature.

Figurehead

Leader

Liaison


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II) Informational roles ( Managing by information): Involve

collecting, receiving and disseminating information.

Monitor

Disseminator Spokesperson

III) Decisional roles: Resolve around making choices

Managing action

Entrepreneur Disturbance handler

Resource allocator

Negotiator


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What Do Managers Do? (contd)

Skills Approach/ Management Skills

Robert L. Katz mentioned 3 essential skillsmanagers need.

Technical skills Job specific knowledge and techniques needed to

proficiently perform specific task

Human skills

The ability to work well withother people individuallyand in a group

Conceptual skills The ability to think and conceptualize about abstract

and complex situations concerning the organization


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Skills Needed at Different

Management Levels


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How The Managers Job Is

Changing Changes impacting managers job:

1) Changing technology

2) Increased security threats 3) Increased emphasis on Organizational

and Managerial Ethics

4) Increased Competitiveness


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How The Managers Job Is

Changing The Increasing Importance ofCustomers Customers: the reason that organizations exist

Managing customer relationships is the responsibilityof

all managers and employees. Consistent high quality customer service is essential for

survival.

Innovation

Doing things differently, exploring new territory, andtaking risks

Managers should encourage employees to be aware ofand act on opportunities for innovation.


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What Is An Organization? An Organization Defined

A deliberate arrangement ofpeople to accomplish

some specific purpose

Common Characteristics ofOrganizations Have a distinct purpose (goal)

Composed ofpeople

Have a deliberate structureManyoftodays organizations are more open,

flexible and responsive to changes than

organizations once were.


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Characteristics ofOrganizations


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Why Study Management? The Value ofStudying Management

(1) The universality of management

The reality that management is needed in all

types and sizes oforganizations, at allorganizational levels, in all organizational areas,

and in organizations nomatter where located.

Good management is needed in all

organizations.


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Universal Need for Management


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Why Study Management? (cont.)

The Value ofStudying Management

(2) The realityofwork

Employees eithermanage or are managed.

(3) Rewards and challenges ofbeing a manager

Management offers challenging, exciting and creative

opportunities formeaningful and fulfilling work.

Successful managers receive significant monetaryrewards for their efforts.


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Challenges ofbeing a manager

1) Have to deal with a varietyofpersonalities 2) Work with limited resources

3) Motivate workers in chaotic and uncertain

situations. 4) Blend knowledge, skills, ambitions and

experiences ofa diverse work group.

5) Success depends on others workperformance.


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Rewards ofbeing a manager

1) Have opportunity to think creatively and useimagination.

2) Help others find meaning and fulfillment inwork.

3) Meeting and working with a varietyofpeople.

4) Receive recognition and status in theorganization and community.

5) Receive appropriate compensation in formofsalaries and bonuses.

6) Play a role in influencing organizational

outcomes.

Documents

Mitzberg Roles