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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 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).
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).
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).
Henry Fayol was a French mining engineer born 1841 in Turkey and died in 1925 in Paris, 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)H 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).
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 coordinating a group of people through motivation and leading.
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