Effective Training: Systems, Strategies, and Practices, 4th

Edition

Chapter ElevenEmployee and Management

DevelopmentP. Nick Blanchard and James W. Thacker

11-1Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Mintzberg’s Managerial Roles

11-2

Interpersonal Roles

FigureheadLeaderLiaison

InformationalRoles

MonitorDisseminator

Spokesperson

Decisional RolesEntrepreneur

Disturbance HandlerResource Allocator

Negotiator

Formal Authority and Status

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Description of Managerial Roles Part 1 of 3

11-3

Roles Activities

Interpersonal

Figurehead Meets the routine, obligatory, social, and legal duties required of the head of a unit. (e.g. attendance at social functions, meeting with politicians, buyers, or suppliers

Leader Maintains, develops, and motivates the human resources necessary to meet the needs of the unit

Liaison Develops and maintains a network of individuals outside the unit in order to acquire information and action of benefit to the unit

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Description of Managerial Roles Part 2 of 3

11-4

Activities Roles

Informational

Monitor Searches for and acquires information about the unit and its environment so that the manager becomes an information center for the unit and the organization; derives from liaison and leader roles

Disseminator

Distributes selected information to others within the unit or organization, some of which has been transformed through integration with other information

Spokesperson Distributing selected information to others outside the unit regarding plans, values, activities, and other elements of the unit and conveys the appropriate image of the unit

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Description of Managerial Roles Part 3 of 3

11-5

Roles Activities

Decisional

Entrepreneur Adjusts and proactively develops the unit to take advantage of existing opportunities or meet anticipated threats in the environment; acts based on inferences and conclusions drawn from the evaluation and integration of information gathered in the monitor role

Disturbance handler

Reacts to meet the immediate demands of the unit. (e.g., a wildcat strike, loss of a major customer)

Resource allocator Evaluates and chooses among proposals; integrates and authorizes activities and resource utilization

Negotiator Bargains to acquire the resources to meet the needs of the unit and organization

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Strategy, Technology, and Structure Integration

11-6

Market Leader Cost Leader

Technology Non Routine Routine

Structure- Design Organic Mechanistic

Structure- Decision Making

Decentralized Centralized

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Managerial Roles and Associated Management Characteristics Part 1 of 2

11-7

Knowledge and Skills Traits

Managerial Role Conceptual Technical Interpersonal Personal

Interpersonal

Figurehead Yes Yes

Leader Yes Yes Yes

Liaison Yes Yes Yes

Monitor Yes Yes Yes

Disseminator Yes Yes Yes

Spokesperson Yes Yes Yes

Informational

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Managerial Roles and Associated Management Characteristics Part 2 of 2

Knowledge and Skills Traits

Managerial Role Conceptual Technical Interpersonal Personal

Decisional

Entrepreneur Yes Yes Yes Yes

Disturbance handler Yes Yes Yes Yes

Resource allocator Yes Yes Yes Yes

Negotiator Yes Yes Yes

11-8Copyright © 2010 Pearson Education, Inc. publishing as

Prentice Hall

Strategy—Managerial Characteristics Integration – Part 1 of 3

11-9

Management Market Leader Cost Leader

Skills

Technical More sophisticated and

nonroutine Less sophisticated and

routine

Interpersonal Higher Lower

Conceptual Higher Lower

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Strategy—Managerial Characteristics Integration – Part 2 of 3

Management Market Leader Cost Leader

Traits

Drive High High

Flexibility Higher Lower

Leader motive

High High

11-10Copyright © 2010 Pearson Education, Inc. publishing as

Prentice Hall

Strategy—Managerial Characteristics Integration – Part 3 of 3

Management Market Leader Cost Leader

Style

Participative Higher Lower

Supportive No difference No difference

Achieve-ment

Higher Lower

Directive Lower Higher

11-11Copyright © 2010 Pearson Education, Inc. publishing as

Prentice Hall

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying,

recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall 11-12