What are Mintzberg's Management Roles?

Wonderful question, it is famous in business management the major roles of Mintzberg.

Section-wise detailed roles as mentioned below for easy understanding for both management and non management professionals too.

Mentioned as following steps : Management role, main responsibility , activity and example  

Mintzberg’s Managerial Roles

Monitor

Seek and acquire work-related information

Scan/read trade press,  periodicals, reports; attend seminars and training; maintain personal contacts

Disseminator

Communicate/ disseminate information to others within the organization

Send memos and reports; inform staffers and subordinates of decisions

Spokesperson

Communicate/transmit information to outsiders

Pass on memos, reports and informational materials; participate in conferences/meetings and report progress

Interpersonal

Figurehead

Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies, host receptions, etc.

Leader

Direct and motivate subordinates, select and train employees

Includes almost all interactions with subordinates

Liaison

Establish and maintain contacts within and outside the organization

Business correspondence, participation in meetings with representatives of other divisions or organizations. 

Decisional

Entrepreneur

Identify new ideas and initiate improvement projects

Implement innovations; Plan for the future

Disturbance Handler

Deals with disputes or problems and takes corrective action

Settle conflicts between subordinates; Choose strategic alternatives;  Overcome crisis situations

Resource Allocator

Decide where to apply resources

Draft and approve of plans, schedules, budgets; Set priorities

Negotiator

Defends business interests

Participates in and directs negotiations within team, department, and organization.

In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent. According to Mintzberg: “The manager who only communicates or only conceives never gets anything done, while the manager who only ‘does’ ends up doing it all alone.”

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

The ten roles are:

1.Figurehead.

2.Leader.

3.Liaison.

4.Monitor.

5. Disseminator.

6. Spokesperson.

7. Entrepreneur.

8. Disturbance Handler.

9. Resource Allocator.

10. Negotiator.

Interpersonal roles senior managers spend much of their time in figurehead or ceremonial roles.

Informational roles a manager has access to every member of staff and is likely to have more external contacts.

Decisional role the manager takes decisions for the entity

Negotiation inside and out side is a vital component of  managerial work

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Henry Mintzberg proposed an alternative approach to defining what management is about. Instead of describing in theory what managers should do, he studied what managers actually spend their time doing. This led him to describe management in terms of the different roles that managers undertake.

The roles of managers

'Mintzberg shows a substantial difference between what managers do and what they are said to do. On the basis of work activity studies, he demonstrates that a manager's job is characterised by pace, interruptions, brevity, variety, and fragmentation of activities, and a preference for verbal contacts. Managers spend a considerable amount of time in scheduled meetings and in networks of contacts outside meetings.

The fragmentary nature of what managers do leads to the suggestion that they have to perform a wide variety of roles. Mintzberg suggests that there are ten managerial roles which can be grouped into three areas: interpersonal, informational and decisional.

Interpersonal roles cover the relationships that a manager has to have with others. The three roles within this category are figurehead, leader and liaison. Managers have to act as figureheads because of their formal authority and symbolic position, representing their organisations. As leader, managers have to bring together the needs of an organisation and those of the individuals under their command. The third interpersonal role, that of liaison, deals with the horizontal relationships which work-activity studies have shown to be important for a manager. A manager has to maintain a network of relationships outside the organisation.

Managers have to collect, disseminate and transmit information and have three corresponding informational roles, namely monitor, disseminator and spokesperson. A manager is an important figure in monitoring what goes on in the organisation, receiving information about both internal and external events and transmitting it to others. This process of transmission is the dissemination role, passing on information of both a factual and value kind. A manager often has to give information concerning the organisation to outsiders, taking on the role of spokesperson to both the general public and those in positions of influence.

The four roles that he places in this category are based on different classes of decision, namely, entrepreneurs, disturbance handler, resource allocator, and negotiator. As entrepreneurs, managers make decisions about changing what is happening in an organisation. They may have to both initiate change and take an active part in deciding exactly what is to be done. In principle, they are acting voluntarily. This is very different from their role as a disturbance handler, where managers have to make decisions which arise from events beyond their control and unpredicted. The ability to react to events as well as to plan activities is an important managerial skill in Mintzberg's eyes.

The resource allocation role of a manager is central to much organisational analysis. Clearly a manager has to make decisions about the allocation of money, people, equipment, time and so on. Mintzberg points out that in doing so a manager is actually scheduling time, programming work and authorising actions. The negotiation role is put in the decisional category by Mintzberg because it is 'resource trading in real time'.

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Interpersonal Category

The managerial roles in this category involve providing information and ideas.

1. Figurehead – 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.
2. Leader – 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.
3. Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Category

The managerial roles in this category involve processing information.

1. Monitor – 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, in terms of both their productivity, and their well-being.
2. Disseminator – This is where you communicate potentially useful information to your colleagues and your team.
3. 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.

Decisional Category

The managerial roles in this category involve using information.

1. Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.
2. Disturbance Handler – 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.
3. Resource Allocator – 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.
4. Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

Mintzberg's 10 Management Roles model sets out the essential roles that managers play. These are:

1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator.