Mintzberg's 10 Managerial Roles

INTERPERSONAL Figurehead Performs ceremonial and symbolic duties such as greeting visitors, signing legal documents Leader Direct and motivate subordinates, training, counseling, and communicating with subordinates Liaison Maintain information links both inside and outside organization; use mail, phone calls, meetings INFORMATIONAL Monitor Seek and receive information, scan periodicals and reports, maintain personal contacts Disseminator Forward information to other organization members; send memos and reports, make phone calls Spokesperson ransmit information to outsiders through speeches, reports, memos DECISIONAL Entrepreneur !nitiate improvement pro"ects, identify new ideas, delegate idea responsibility to others Disturbance ake corrective action during disputes !and"er or crises; resolve conflicts among subordinates; adapt to environmental crises Resource Decide who gets resources, A""ocator scheduling, budgeting, setting priorities Negotiator #epresent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests

14 Principles of Management of Henri Fayol (1916)

June 12, 2007 by sadikin kuswanto The general management principles as summarized by Fayol. !planation o" 1# $rinciples o" %anagement o" &enri Fayol. '1(1)* +ontributed by, -incent %arino .&/T /0 T& 1# $012+1$3 4 5F %/2/6 % 2T7 8 4+01$T152 The 1# %anagement $rinciples "rom &enri Fayol '19#1:1(2;* are, 1. Division of Work. 4pecialization allows the indi<idual to build up e!perience, and to continuously impro<e his skills. Thereby he can be more producti<e. 2. A t!ority. The right to issue commands, along with which must go the balanced responsibility "or its "unction. =. Discipline. mployees must obey, but this is two:sided, employees will only obey orders i" management play their part by pro<iding good leadership. #. "nity of #omman$. ach worker should ha<e only one boss with no other con"licting lines o" command. ;. "nity of Direction. $eople engaged in the same kind o" acti<ities must ha<e the same ob>ecti<es in a single plan. This is essential to ensure unity and coordination in the enterprise. ?nity o" command does not e!ist without unity o" direction but does not necessarily "lows "rom it. ). % &or$ination of in$ivi$ al interest 'to the general interest*. %anagement must see that the goals o" the "irms are always paramount. 7. 'em neration. $ayment is an important moti<ator although by analyzing a number o" possibilities, Fayol points out that there is no such thing as a per"ect system. 9. #entrali(ation 'or 8ecentralization*. This is a matter o" degree depending on the condition o" the business and the @uality o" its personnel. (. %calar c!ain '3ine o" /uthority*. / hierarchy is necessary "or unity o" direction. Aut lateral communication is also "undamental, as long as superiors know that such communication is taking place. 4calar chain re"ers to the number o" le<els in the hierarchy "rom the ultimate authority to the lowest le<el in the organization. 1t should not be o<er:stretched and consist o" too:many le<els. 10. )r$er. Aoth material order and social order are necessary. The "ormer minimizes lost time and useless handling o" materials. The latter is achie<ed through organization and selection.

11. *+ ity. 1n running a business a Bcombination o" kindliness and >usticeC is needed. Treating employees well is important to achie<e e@uity. 12. %ta&ility of ,en re of Personnel. mployees work better i" >ob security and career progress are assured to them. /n insecure tenure and a high rate o" employee turno<er will a""ect the organization ad<ersely. 1=. -nitiative. /llowing all personnel to show their initiati<e in some way is a source o" strength "or the organization. <en though it may well in<ol<e a sacri"ice o" Bpersonal <anityC on the part o" many managers. 1#. *sprit $e #orps. %anagement must "oster the morale o" its employees. &e "urther suggests that, Dreal talent is needed to coordinate e""ort, encourage keenness, use each personCs abilities, and reward each oneCs merit without arousing possible >ealousies and disturbing harmonious relations.E .&/T 14 %/2/6 % 2T7 F1- 3 % 2T4 FayolCs de"inition o" management roles and actions distinguishes between Fi<e lements, 1. $re<oyance. 'Forecast F $lan*. !amining the "uture and drawing up a plan o" action. The elements o" strategy. 2. To organize. Auild up the structure, both material and human, o" the undertaking. =. To command. %aintain the acti<ity among the personnel. #. To coordinate. Ainding together, uni"ying and harmonizing all acti<ity and e""ort. ;. To control. 4eeing that e<erything occurs in con"ormity with established rule and e!pressed command. 501612 5F T& 1# $012+1$3 4 5F %/2/6 % 2T. &14T50G &enri Fayol '19#1:1(2;* was a French management theorist whose theories in management and organization o" labor were widely in"luential in the beginning o" 20th century. &e was a mining engineer who worked "or a French mining company +ommentry:Fourchamboult: 8ecaze<ille, "irst as an engineer. Then he mo<ed into general management and became %anaging 8irector "rom 1999 to 1(19. 8uring his tenure as %anaging 8irector he wrote <arious articles on BadministrationC and in 1(1) the Aulletin de la 4ociHtH de lC 1ndustrie %inHrale, printed his D/dministration, 1ndustrielle et 6HnHrale I $rH<oyance, 5rganisation, +ommandement, +oordination, +ontrJleE. 1n 1(#( the "irst nglish translation appeared, B6eneral and 1ndustrial %anagementC by +onstance 4torrs. ?4/6 5F T& 1# %/2/6 % 2T $012+1$3 4. /$$31+/T1524 K +hange and 5rganization. K 8ecision:making. K 4kills. +an be used to impro<e the basic e""ecti<eness o" a manager. K ?nderstand that management can be seen as a <ariety o" acti<ities, which can be listed and grouped. Aook, &enri Fayol : 6eneral and 1ndustrial %anagement :