Which skills are most important to each level of management, and why? Research by Robert L.
Search Mintzberg's Management Roles The role of 'manager' sound simple enough, but anyone who has ever served as a manager knows that it is far more complex than it might sound at first.
Being a leader in any organization is a complicated and challenging task that can take on a variety of forms depending on the needs of the organization and the people that are being led. Any given manager may be asked to complete a variety of tasks during a given day depending on what comes up and what problems need to be solved.
This is the general idea behind Mintzberg's Management Roles. These ten management roles were published as part of Mintzberg's book inand they cover the spectrum of tasks and responsibilities that a manager must take on at one point or another.
In order to better organize a long list of ten roles, they have been divided up into three categories - interpersonal, informational, and decisional.
Below we will look at each of the ten roles, what they mean for the manager, and which of the three categories they fit into. Figurehead One of the important roles of a leader is simply to be a figurehead for the rest of the group.
This is one of the interpersonal roles, because so much of it is about being someone that people can turn to when they need help, support, etc. A good leader will project confidence so that everyone involved feels a sense of security and reassurance that the job will be done right.
Leader Another interpersonal role, this one should be obvious. A manager needs to lead the people that he or she is in charge of guiding toward a specific goal.
This can include telling them what to do and when to do it, organizing the structure of the team members to highlight specific skills that each possesses, and even offering rewards for a job well done. Liaison The final role within the interpersonal category, acting as a liaison means that the manager must successfully interface with a variety of people - both within the organization and on the outside - to keep things running smoothly.
This point is all about communication, and it is one of the main things that determines the ultimate success or failure of a manager. Being able to properly communicate with a range of people in such a way that the project remains on track is a crucial skill to develop.
Monitor Acting as a monitor is the first managerial role within the informational category.
Just as the word would indicate, being a monitor involves tracking changes in the field that your organization works in, as well as changes on your team that might be signs of trouble down the road.
Things are never static in business, so the successful manager is one who will constantly monitor the situation around them and make quick changes as necessary. Disseminator It does no good as a manager to collect information from a variety of internal and external sources if you are only going to keep it for yourself.
The point of gathering that information is so that your team can benefit from it directly, so the next informational role is dissemination - getting information out quickly and effectively to the rest of your team.
Wasted time by the team members on a certain part of a project often has to do with them not possessing all of the relevant information, so make sure they have it as soon as possible.In his description of managerial work, Mintzberg, emphasized that the manager's job can be defined in terms of 10 roles within 3 areas: interpersonal, informational, and decisional, that are common to the work of all managers.
It compares Fayol's work with that of Follett, Mintzberg, Taylor, and Porter. In addition, it demonstrates the original and current interpretation and application of his theories.
Finally, it indicates the alignment of Fayol's theories with strategic leadership and management. For example, concerning Fayol and Mintzberg's models, Fells exhibits that the decisional part of asset allocator identifies with sorting out, co-ordinating and arranging capacities.
This can be connected when an manager chooses where assets ought to be apportioned. Similarities between the management thoughts of Taylor and Fayol: There are certain similarities between the management thoughts of these two scholars.
They are listed below. 1) Both aimed at improving the then prevailing conditions of management and putting it on a rational basis. One common theme that runs through several of the key findings of seminal writers such as Fayol, Mintzberg, Katz and Luthans is the people element of successful management.
Examine your managerial activity and ask yourself what attention you give to the development of each of these basic skills. Organizacja i Kierowanie. Fayol i Mintzberg: zderzenie paradygmatów badawczych, czyli poszukiwania w kierunku metateorii zarządzania Autorzy. Aleksander Gwiazda.
Treść / Zawartość Katz R.L., Skills of an Effective Administrator, Harvard Business Press, Boston