Managerial roles

Mintzberg (1975) identified ten managerial roles, which be categorized as interpersonal roles, decision-making roles and information processing roles. Interpersonal roles Leader - The manager as leader is responsible for the purpose and direction of his/her organization, or part of the organization for which he/she is responsible. Decision Roles Entrepreneur - In an entrepreneurial role, the manager is the instigator of change through creating or exploiting new opportunities. Information Roles Monitor - The function of the monitoring role is to ensure that the manager is well informed of important events as they happen, and has forewarning of important future events.

Liaison - In the liaison role, the manager sustains relationships with people outside the organization.

Resource allocator - In the resource allocation role, the manager must decide on how available resources (eg. Money, equipment, time and people) are to be distributed among the various activities and functions for which he/she is responsible.

Disseminator - As a disseminator of information, the manager ensures that others for whom he/she is responsible, and on whom the manager relies, and who rely on him/her, are appropriately informed on important issues.

Figurehead - As the figurehead, the manager servers a ceremonial roles which might include the entertainment of guest, representing the organization at public ceremonies, charity events of professional forums.

Negotiator - As a negotiator, the manager is responsible for creating shared agreements to which the whole-hearted commitment of other parties is crucial.

Spokesperson - As the spokesperson, the manager is responsible for presenting the views of his/her constituency to others.

Disturbance handler - As a disturbance handler, the manager responds to and finds workable solutions to the various problems, setbacks, obstacles, irritations, client criticisms, and so on, that characterizes daily work life.

Most activities undertaken by managers entail performing several roles simultaneously.

Managerial behaviors
Divided by Gary Yukl (1998) as follow

Making Decisions Planning and organizing. Determining long-term objectives and strategies, allocating resources according to priorities, determining how to use personnel and resources to accomplish a task efficiently Problem solving. Identifying workrelated problems, analyzing problems in a timely but systematic manner to identify causes and find solutions.

Influencing people Motivating and inspiring. Using influence techniques that appeal to emotion or logic to generate enthusiasm for work

Building relationships Supporting. Acting in a friendly and considerate manner; being patient and helpful

Giving-seeking information Informing. Disseminating relevant information about decisions, plans and activities to people who need it to do their work

Recognizing. Providing praise and recognition for effective performance, expressing appreciation for someones contribution and special efforts Rewarding. Providing or recommending tangible rewards such as pay increase or promotion effective performance

Developing and mentoring. Providing coaching and helpful career advice; doing things to facilitate a persons skill acquisition

Clarifying roles and objectives. Assigning tasks; deadlines and performance expectations

Consulting. Consulting with people before making changes that affect them; encourage suggestions for improvements.

Conflict management and team building. Facilitating the constructive resolution of conflict

Monitoring. Gathering information about work activities and external conditions affecting the work

Delegating. Allowing subordinates to have substantial responsibility and discretion in carrying out work activities, handling problems and making important decisions.

Networking. Socializing informally; developing contacts with people who are a source of information and support; attendance at meetings and social events