Mintzberg then identified ten separate roles in managerial work, each role defined as an organised collection of behaviours belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact (1, 2, 3), information processing (4, 5, 6) and decision making (7-10).
- FIGUREHEAD: the
manager performs ceremonial and symbolic duties as head of the
organisation;
- LEADER: fosters
a proper work atmosphere and motivates and develops subordinates;
- LIASION:
develops and maintains a network of external contacts to gather
information;
- MONITOR: gathers
internal and external information relevant to the organisation;
- DISSEMINATOR:
transmits factual and value based information to subordinates;
- SPOKESPERSON:
communicates to the outside world on performance and policies.
- ENTREPRENEUR:
designs and initiates change in the organisation;
- DISTURBANCE
HANDLER: deals with unexpected events and operational breakdowns;
- RESOURCE
ALLOCATOR: controls and authorises the use of organisational resources;
- NEGOTIATOR:
participates in negotiation activities with other organisations and
individuals.