A A rolerole is a set is a set of behaviours of behaviours

associated associated with a with a

particular jobparticular job

Managers have little Managers have little time for reflection to time for reflection to make decisionsmake decisions

Managers are engaged Managers are engaged in a large number of in a large number of varied, unpatterned, varied, unpatterned, and short-duration and short-duration activities while being activities while being interrupted often interrupted often

3

Henry Mintzberg studied Henry Mintzberg studied CEOs at work and created a CEOs at work and created a categorization scheme to categorization scheme to define what managers do on define what managers do on the jobthe job

These are commonly referred These are commonly referred to as to as Mintzberg’s Managerial Mintzberg’s Managerial RolesRoles

These can be grouped into These can be grouped into three primary headings: three primary headings: interpersonalinterpersonal, , informationalinformational, , and and decisionaldecisional

RoleRole DescriptionDescription Identifiable Identifiable ActivityActivity

Figurehead

Manager serves as an official representative of the organization or unit

Greeting visitors; signing legal documents

Leader Manager guides and motivates staff and acts as a positive influence in the workplace

Staffing, training

Liaison Manager interacts with peers and with people outside the organization to gain information

Acknowledging mail/email; serving on boards; performing activities that involve outsiders

RoleRole DescriptionDescription Identifiable Identifiable ActivityActivity

Monitor Manager receives and collects information

Reading magazines and reports; maintaining personal contacts

Communication (Disseminator)

Manager distributes information within the organization

Holding meetings; making phone calls to relay information; email/memos

Spokesperson

Manager distributes information outside the organization

Holding board meetings; giving information to the media

RoleRole DescriptionDescription Identifiable ActivityIdentifiable Activity

Entrepreneur

Manager initiates change Organizing sessions to develop new programs; supervises design of projects

Disturbance Handler

Manager decides how conflicts between subordinates should be resolved

Steps in when an employee suddenly leaves or an important customer is lost

Resource Allocator

Manager decides how the organization will use its resources

Scheduling; requesting authorization; budgeting

Negotiator Manager decides to negotiate major contracts with other organizations or individuals

Participating in union contract negotiations or in those with suppliers

Management is a not a generic activity Management is a not a generic activity – yet all managers do make decisions– yet all managers do make decisions

All managers, regardless of level, All managers, regardless of level, engage in planning, organizing, engage in planning, organizing, leading, and controlling activitiesleading, and controlling activities

The amount of time The amount of time spent on each activity spent on each activity is not constant is not constant

As managers move up As managers move up in an organization in an organization more time is spent on more time is spent on planning and less on planning and less on overseeing othersoverseeing others

FOR PROFITFOR PROFIT

A business or A business or other other organization organization whose primary whose primary goal is making goal is making money (a profit)money (a profit)

Only the Only the ‘bottom line’ ‘bottom line’ mattersmatters

NOT-FOR-PROFITNOT-FOR-PROFIT

An organization that focuses a An organization that focuses a goal on an endeavor such as goal on an endeavor such as helping the community and is helping the community and is concerned with money only as concerned with money only as much as necessary to keep the much as necessary to keep the organization operatingorganization operating

Measuring the performance of Measuring the performance of these organizations is more these organizations is more difficult because making money difficult because making money is not their primary functionis not their primary function

A small business is independently owned A small business is independently owned and operated profit seeking enterprise and operated profit seeking enterprise that has fewer than 500 employees.that has fewer than 500 employees.

80% of all businesses in Canada are 80% of all businesses in Canada are considered to be small businessesconsidered to be small businesses

11

Managers are Managers are generalists –spending generalists –spending more time on day to day more time on day to day activities but still activities but still performing the tasks of performing the tasks of a CEO in a large a CEO in a large organizationorganization

High

Moderate

Low

Importance

Spokesperson Resource Allocator

EntrepreneurFigureheadLeader

Liaison, MonitorDisturbance HandlerNegotiator

Disseminator Entrepreneur

Small Firms Large Firms

Concepts and Concepts and ideas are ideas are transferable to transferable to most English-most English-speaking, free- speaking, free- market market democraciesdemocracies

Will need to Will need to modify concepts modify concepts in other countriesin other countries

Almost everything Almost everything managers do require managers do require them to make decisions them to make decisions – the best managers are – the best managers are those that can:those that can:

Identify critical Identify critical problemsproblems

Gather and use Gather and use appropriate dataappropriate data

Make sense of the Make sense of the informationinformation

Choose the best course Choose the best course of actionof action

Setting Setting GoalsGoals

Deciding how Deciding how to structure to structure

jobsjobs

Deciding Deciding how to how to

motivate motivate and reward and reward employeesemployees

Analyzing Analyzing performance performance

and and determining determining variances variances

Manage chaos in a chaotic Manage chaos in a chaotic business worldbusiness world

Work in a dynamic global Work in a dynamic global environmentenvironment

Are agents of change Are agents of change Are flexible and adaptable Are flexible and adaptable

to rapid change and must to rapid change and must ‘sell’ change to resistant ‘sell’ change to resistant employeesemployees

Example: Example:

Successful managers Successful managers recognize the potential recognize the potential effect that technological effect that technological improvements will have on improvements will have on productivity despite productivity despite employees be resistant to employees be resistant to change change

Skills are Skills are abilitiesabilities

crucial to crucial to success in a success in a managerial managerial

positionposition

Effective managers must be Effective managers must be proficient in four proficient in four general skillgeneral skill areas:areas: ConceptualConceptual InterpersonalInterpersonal TechnicalTechnical PoliticalPolitical

Conceptual SkillsConceptual Skills The mental ability to analyze and The mental ability to analyze and

diagnose situations.diagnose situations.

The skills that help The skills that help managers understand managers understand how different parts of a how different parts of a business relate to one business relate to one another and to the another and to the business as a whole.business as a whole.

Decision making, Decision making, planning, and organizing planning, and organizing require these skills.require these skills.

Interpersonal SkillsInterpersonal Skills The ability to work with, understand, The ability to work with, understand,

mentor, and motivate other people.mentor, and motivate other people. Interviewing job applicants, forming Interviewing job applicants, forming

partnerships with other businesses, partnerships with other businesses, and resolving conflicts all require and resolving conflicts all require these skills.these skills.

Technical SkillsTechnical Skills The ability to apply specialized The ability to apply specialized

knowledge or expertise.knowledge or expertise. Specific abilities that people use to Specific abilities that people use to

perform their jobs.perform their jobs. Operating a word processing Operating a word processing

program, designing a brochure, program, designing a brochure, training people to use a training people to use a budgeting system, budgeting system, understanding manufacturing understanding manufacturing systems, etc. are examples of systems, etc. are examples of technical skills.technical skills.

Political SkillsPolitical Skills The ability to enhance one’s The ability to enhance one’s

position, build a power base, position, build a power base, establish connections, acquire establish connections, acquire resources for the business.resources for the business.

Controlling the organization’s environment and resources

Organizing and coordinating Handling information Providing for growth and development Motivating employees and

handling conflicts Strategic problem-solving

Initiate and implement changeInitiate and implement change Monitor, maintain and improve Monitor, maintain and improve

performanceperformance Monitor and control resourcesMonitor and control resources Secure effective resource Secure effective resource

allocationallocation Recruit and select staffRecruit and select staff

Develop teams, individuals, and selfDevelop teams, individuals, and self Plan, allocate, and evaluate workPlan, allocate, and evaluate work Create, maintain, and enhance Create, maintain, and enhance

relationshipsrelationships Seek, evaluate, and organize Seek, evaluate, and organize

informationinformation Exchange information to Exchange information to

solve problemssolve problems

Management affects everyone in Management affects everyone in an organizationan organization

Poorly managed organizations will Poorly managed organizations will not be successfulnot be successful

A good manager is a combination A good manager is a combination of many factorsof many factors