Role Of The Manager In An Organization – Learn about the different Management roles identified by renowned management theorist Henry Mintzberg, including interpersonal, information and decision roles.

Being a Manager means taking on multiple management roles at the same time. You need to be an inspiring leader, responsible for people and processes, and handle a wide range of issues. Each role a manager performs is important, and each presents its own challenges.

Role Of The Manager In An Organization

In this article, we will discuss the role of management described in the theory of Henry Mintzberg, a Canadian academic and author specializing in business and management, a Professor of Management studies at McGill University. Mintzberg categorizes managerial responsibilities, drawing lines between tasks that require different skill sets. In this way, he makes it easier to analyze the nature of management work.

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Management roles are behaviors used to perform various management functions, such as leading and planning, organizing, strategizing, and problem solving. In an Organization, managers from different levels have different responsibilities that may overlap.

Henry Mintzberg classified management roles based on their purpose. He developed 10 managerial roles and divided them into 3 categories, grouping roles that shared similar characteristics. Some of these features can be used on two or more roles at the same time.

. This category includes roles that involve interaction with people working inside and outside the organization. Basically, most of a manager’s time is spent on interpersonal communication through which things get done.

. The information category involves creating, receiving or sharing information with colleagues. Managers collect information from sources inside and outside the organization, process it and communicate it to those who need it.

The Role Of A Manager In An Organization

Interpersonal roles are about dealing with people, and informational ones are about dealing with knowledge. The decision-making role is about action. By communicating with people and using information, managers make decisions that lead the organization to its goals.

This role entails fulfilling social, ceremonial and legal responsibilities. The figurehead represents the organization, as well as motivating the team to achieve goals. For the public, this management role is a source of power and authority.

The role of the leader is the most important because it shows the extent to which the manager’s potential is realized. Managers are responsible for the performance of their staff, which may mean leading a team, department or entire organization.

Responsibilities include recruitment and training (direct leadership) and employee motivation (indirect leadership). Leaders influence and motivate people, giving them a sense of purpose to achieve organizational goals.

Functions, Roles And Skills Of A Manager

Managers in liaison roles develop and maintain internal and external relationships. They are the connecting link that bridges the gap between employees from different levels to ensure that work is done smoothly. Relationships transfer knowledge through different organizational members, up and down the chain of command, and may also involve their business contacts from outside the company.

In a monitoring role, managers are expected to find information that is necessary for their organization, as well as information that may concern potential industry changes. They gather internal and external resources, trying to identify problems and opportunities for growth. In other words, they scan the environment to assess the current situation in the company and see if corrective action is needed.

Receiving information from various sources, managers in the role of disseminator are responsible for sharing it with those who may need it. This can be done verbally and in writing.

A manager can communicate information directly to the appropriate person, or communicate it between subordinates if they have no relationship. Such information may involve organizational direction or strategy, as well as specific technical issues.

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Managers in the role of spokesperson speak for their organization, defending the interests of the company. Their responsibility is to make the organization look good in the eyes of potential or new customers and the public.

In the role of entrepreneur, managers organize and run business processes. This role develops and implements new ideas or strategies, which often means coming up with innovative solutions. Entrepreneurs create the conditions for change because innovation and change are necessary for a company to remain competitive. Additionally, they ensure companies adopt new products and processes pioneered by others or change organizational structures.

A manager solves issues as they arise – such as sales growing too slowly, customers breaching contracts or valuable employees leaving. The manager’s job in the role of disruption handler is to solve problems, maintain productivity.

The resource allocator role requires managers to determine how and where to use organizational resources. By resources we mean equipment, staff, funding, facilities and time. Usually, the resources an organization has are limited, so it takes some effort to decide how best to allocate them.

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Managers participate in negotiations, trying to achieve their goals. This management role includes negotiating with external parties, where they represent the interests of their organization, as well as negotiating with internal parties, such as other departments or team members.

The better the negotiation skills that managers have, the higher their chances of reaching an agreement with the client, better organizing the work process and gaining access to more resources.

Naturally, no one person can be equally good at all ten management roles. But as we mentioned earlier, a manager plays them all – some less and some more, depending on the context of his work. That’s why it makes sense to develop areas where you as a manager feel less skilled.

First of all, think about your reputation. Are you setting a good example? Are you empathetic and humble, or on the contrary, cold and selfish? Answer these questions to see where you need to work on your personality.

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Not everyone has strong leadership abilities. However, they can be developed. Try to understand how confident you are in leading others – motivating employees and organizing their work. Improve your emotional intelligence, which is the ability to understand and manage your own emotions and read the emotions of others.

There are various ways to make contact with the necessary people. You can meet them face to face at the conference. You can also use social media such as LinkedIn or Twitter. Either way, your job is to tell people what your organization does and get them interested.

One problem is information overload – too much information you receive in a short period of time, such as emails, voicemails, publications to read and the like. To overcome this, you need to identify priorities and set time limits for information gathering.

Another thing that hinders monitoring is an ineffective reading strategy. You need to learn how to read quickly and carefully, not paying too much attention to irrelevant information.

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To share information with colleagues, you need to have good communication skills. You can communicate verbally, using body language or your phone, or through writing. Traditional face-to-face meetings are very useful but time-consuming. Instant communication saves you time, but it can also create a lot of misunderstandings.

That’s why it’s important to learn how to organize and present your thoughts. This requires you to study academic writing, improve your presentation skills, and, again, emotional intelligence, to predict responses.

As a spokesperson, managers are expected to represent the organization and speak for it. Managers need to know how to deliver excellent presentations and possibly work with the media. This means that managers need to create an image of someone who is confident and free to speak in public.

Speaking of creativity, we don’t mean creativity that is inherent – ​​but rather creativity, which is achieved by the ability to reframe an issue and see it from a different perspective.

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Managers should also be able to handle change. This requires them to have change management skills:

A good leader should have conflict resolution skills, because conflicts are bound to happen. Sometimes employees cannot resolve conflicts on their own, and need the help of leaders. Sometimes a leader himself will be involved in a conflict.

This role requires a leader to manage assets in a way that supports strategic goals. There are 4 types of resources:

Negotiation often determines the success of a company. In the role of negotiator, a manager has to talk to people, negotiate for power and resources, and this will happen all the time.

The Responsibilities And Role Of A Manager

Henry Mintzberg, along with Jonathan Gosling, director for the Exeter Leadership Study, also defined what he called “five managerial mindsets.” According to the author, a successful manager should possess all of these mind skills, each of which supports an important management function:

Managers must be able to understand the situation. They should explain it, using their personal experience and analyzing the current environment.

Action and reflection are two basic characteristics that form the basis of management. They go in pairs, complementing each other. Action without reflection – that is, decisions without considering the options – is unwise. Reflection without action is passive.

To achieve results, managers must communicate with people. It is important to remember that people are not just tradable assets. They have a relationship, and basically, a leader manages this relationship, not the person himself.

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Mintzberg and Gosling oppose the term “word” to

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