In 1960s Henry Mintzberg conducted

In 1960s Henry Mintzberg conducted a survey on five executives to determine the role of managers.

He concluded that managers perform ten different but highly related roles that are attributed to their jobs. He categorized these roles into three broad classes based on their relativity.






1. Interpersonal Roles

Managers have to delve into relations with their employees and also look into their relations with others. This is necessary to maintain a friendly climate in the organization.





i. Represantative





The manager is seen as an icon of status and authority, as a representative of the department or the organization to others.





ii. Leader



A leader is one who can protect the organization during crisis.



Motivating and directing employees is the prime duty if a manager.

They need to recruit and assign appropriate jobs to , encourage self-development, provide training if necessary and appraise regularly.



iii. Networking Chief



Manager is the the link between different levels of the organization. Sharing of information, maintenance of goodwill, and efficient networking depends on him.







2. Informational Roles



These deal with importance of information sharing and handling.







i. Overseer



· Assessment of internal operations



· Analyzing their success ratio and problems



· Analyzing opportunities









ii. The Supplier and the distributor





· Procurement of relevant information required by the company people from the external environment and then distributing it wherever necessary.







iii. Brand Ambassador





Managers have to be capable enough to represent their own department/unit/division/company in front of external groups regarding company’s plans, profits, policies, results, decisions etc.









3. Decisional Roles



Managerial roles rotate around making decisions. There are four types of decisional roles.




i. Entrepreneur




Managers initiate many of the new projects and assignments for improving the performance and the image of their organization.




They predict unforeseen circumstances, should be able to face risks, take sound decisions, acquire and utilize resources in an optimum manner.




ii. Disturbance handler




Managers are responsible for maintaining the culture of the organization.




They have to analyze conflicts and resolve them ASAP. They are also expected to give fair judgment.






iii. Resource Allocator




Managers are responsible for the allocation of organizational resources- physical, monetary and human.




In order to perform this activity, they have to schedule meetings, ask for requirements in each department, find suppliers, prepare budgets and distribute acquired requirements.




iv. Negotiator





Managers need to act as negotiators when they enter into discussions and bargains with other groups.



They have to gain maximum advantages for their own units.













We see that the role of a Manager is complex on matters of its range and the challenge it imposes. Almost the entire running of the organization depends on how the mind of the manager functions. His decisions affect his organization for the good or the worse. Therefore there are many things a manager should keep in mind and work accordingly and efficiently with his roles...