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Henry Mintzbergs principles of
management

 

Mintzberg proposes
an alternative classical view on management. He believes that managers play a combination
of interpersonal , informational and decisional roles (Mintzberg ,
1975).
Mintzberg formulates the notion that the information on managerial functions
introduced by Henry Fayol in 1916 say very little about what managers actually
do. Mintzberg uses typical  examples such
as when a manager attends a trading conference or when they present rewards to
retiring employees and suggests that it may not correspond to these four words
planning , organizing, leading and controlling (Mintzberg ,
1975).
The managers three roles according to Mintzberg are as follows;

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Interpersonal
roles:

The manager by default
has some formal roles as the top man of an organization. By virtue of his
position he has some key responsibilities that need attention, these
responsibilities are what Henry Mintzberg describe as the figurehead role (Mintzberg ,
1975).
Duties that are interpersonal may require little communication and no serious
decision making. As the manager he is the leader and the foreman of the organization (Mintzberg ,
1975).
The responsibilities of the manager now become social as he is the person
people look up to for inspiration and the person with most authority. The
manager must be a figure head (Mintzberg , 1975).

Informational
roles:

The manager has
interpersonal contacts. By virtue of these he must have a connection of these
contacts both the network and with his subordinates, the manager is the
organizational core of an enterprise as he is the middle man in charge of the
formulation of activities (Mintzberg , 1975). The manager may not
be the most informed person in the organization but he knows more or the
majority of any member of his staff (Mintzberg , 1975). The manager as
believed by mintzberg is the spokesperson or for his unit and the person who
monitors activities (Mintzberg , 1975).

Decisional
roles:

One thing to know
is that the manager plays a big role in the organizations decision making
process so in other words he is a decision maker (Mintzberg ,
1975).
The manager as a fixed authority is the only person who can set the enterprises
course of action. Mintzberg believes that it is only the manager that has
current and full information to make a set of decisions associating the
organizations work and determines their strategies (Mintzberg ,
1975).
Mintzberg argues that this role has four major working tasks which are the
manager must be an entrepreneur , he must allocate resources , negotiate , and
a disturbance handler meaning that the manager should be in change of
unexpected conditions and be able to solve them (Mintzberg ,
1975).

 

Fayol                     

 

Henry Fayol was a
French mining engineer born 1841 in Turkey 
and died in 1925 in Faris,France, this man came up with a theory that
states that the act of management is based on five management functions which
are planning, controlling, leading ,staffing and organizing. (Management
study HQ, 2017)He
developed 14  basic principles of
management which are division of work ,authority and responsibility , discipline
, unit of command , unit of direction, subordination of individual interest to
general interest, renumerization of personnel, centralization ,scalar chain,
order, equity ,stability of Tenure of personnel , initiative,and Escrip de
corps. These principles are what he sees as the basis of all  management situations no matter the
organization.According to Fayol the role of a manager is to command a direct
set of tasks to a subordinating party or group of workers (Management study HQ, 2017).

 

 

Conclusion

In conclusion it
can be critically presumed that the role of a manger is based on his or her
responsibilities as an organizational unit. Also it can be seen that Mintzberg
and Fayols principles in a way argue the same fact that the act of managing is
a means of co-ordinating a group of people through motivation and leading.

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