Mintzberg's managerial roles definition
/What are Mintzberg’s Managerial Roles?
Mintzberg’s managerial roles are based on the concept that managers are engaged in interpersonal, informational, and decisional roles. The most competent managers are able to fulfill the requirements of all three roles. The least competent managers likely have weaknesses in one or more of these areas.
At the highest possible level, Mintzberg held that an effective manager was one who got things done. A manager could take action directly, such as by managing projects or negotiating contracts. A more indirect approach would be to manage those who take action, such as by using one’s figurehead role to inspire others to action. And finally, a manager could indirectly trigger action by organizing and issuing information that convinces others to take action. In summary, by any of several possible means, a manager propels a business forward.
Mintzberg’s Interpersonal Roles
According to Mintzberg, interpersonal roles involve being a figurehead (a source of inspiration) for one’s group, acting as their leader, and engaging in liaison activities between the group and other groups.
Mintzberg’s Informational Roles
According to Mintzberg, information roles involve monitoring the flow of external information to see which items pertain to one’s group, monitoring the status of the group, and disseminating that information, as well as controlling the flow of outbound information as a spokesperson for the group.
Mintzberg’s Decisional Roles
According to Mintzberg, decisional roles involve the allocation of resources, engaging in negotiations on behalf of the group, settling disturbances, solving problems, and generating new ideas.