Different managers perform at different levels and require different skills. To meet the demands of performing their functions, managers assume multiple roles. A role is an organized set of behaviors. Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional.
Interpersonal Roles
The three interpersonal roles are primarily concerned with interpersonal relationships. By assuming these roles, the manager also can perform informational roles, which, in turn, lead directly to the performance of decisional roles.
In the figurehead role, the manager represents the organization in all matters of formality. Some examples of the figurehead role include a college dean who hands out diplomas at graduation, a shop supervisor who attends the wedding of a subordinate’s daughter, and the CEO who cuts the ribbon on a new office building.
The leader role defines the relationships between the manger and employees. It involves directing and coordinating the activities of subordinates. It may involve – hiring, training, motivating, and encouraging employees. First-line managers, in particular, feel that effectiveness in this role is essential for successful job performance. 1
The liaison role involves managers in interpersonal relationships outside of their area of authority. This role may involve contacts both inside and outside the organization. The top-level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work.
Informational Roles
Receiving and communicating information are perhaps the most important aspects of a manager’s job2. There are three informational roles in which managers gather and disseminate information.
As monitor, the manager constantly looks for information that can be used to advantage. The information gathered might be competitive moves that could influence the entire organization or the knowledge of whom to call if the usual supplier of an important part cannot fill an order.
In the disseminator role, the manager distributes to subordinates important information that would otherwise be inaccessible to them. Example: The president of a firm may learn during a lunch conversation that a large customer of the firm is on the verge of bankruptcy. Upon returning to the office, the president contacts the vice president of marketing, who in turn instructs the sales force not to sell anything on credit to the troubled company.
In the role of spokesperson, the manager disseminates the organization's information into its environment. Thus, the top-level manager is seen as an industry expert, while the supervisor is seen as a unit or departmental expert.
Decisional Roles
According to Mintzberg, there are four decisional roles the manager adopts. In the role of entrepreneur, the manager tries to improve the unit. For example, when the manager receives a good idea, he or she launches a development project to make that idea a reality.
In the disturbance handler role, the manger deals with threats to the organization. Examples: An emergency room supervisor responds quickly to a local disaster, a plant supervisor reacts to a strike, etc.
The resource allocator role places a manager in the position of deciding who will get what resources. These resources include money, people, time, equipment, and information. This is one of the most critical decisional roles. Example: A college dean must decide which courses to offer next semester, based on available faculty.
Managers spend a great deal of their time as negotiators, because only they have the information and authority that negotiators require. The negotiations may concern work, performance, objectives, resources, or anything else influencing the unit. Examples: A company president works out a deal with a consulting firm; A front line supervisor may negotiate for new typewriters.