Roles Description Identifiable ActivitiesA. Interpersonal

1. Figurehead

2. Leader

3. Liaison

Symbolic head; Obliged to perform a number of routine duties of legal or social nature.

Responsible for the motivation and activation of subordinates; responsible for staffing, and related activities

Maintains self-developed network of outside contacts and informers who provide favors and information

Ceremony, status, requests, Solicitations

Virtually all managerial activities involving subordinates.

Acknowledgements of mail, external board word, other activities involving outsiders

B. Informational1. Monitor

2. Disseminator

3. Spokesperson

Seeks and receives wide variety of special information to develop a thorough understanding of the organization and environment; emerges as nerve center of internal and external information of the organization.

Transmits information received from outsiders or from subordinates to members of the organization

Transmits information to outsiders

Handling all mail and contacts, which are primarily informational such as periodical news and observational tours

Forwarding mails to other employees in the organization.

Board meetings, handling mail and contacts involving transmission of information to outsiders.

C. Decisional 1. Entrepreneur

2. Disturbance Handler

3. Resource Allocator

4. Negotiator

Searches the organization and its environment for opportunities and initiates improvement projects to bring about change; supervises design of certain products as well.

Responsible for corrective action when the organization faces important, unexpected disturbance.

Responsible for allocation of organizational resources of all kinds – in effect the making or approving of all significant organizational decisions.

Responsible for representing the organization at major negotiations.

Strategy and review sessions involving initiation or design of improvement projects.

Strategy and review session involving disturbances and crisis

Scheduling, requests for authorization, any activity involving budgeting and the programming of subordinates work

Negotiation

Henry Mintzberg’s 10 Management Roles