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InMintzberg's thesis on the nature of managerial work was adopted as a study and published for a wider audience. Mintzberg's empirical research involved observing and analysing the activities of the CEOs of five private and semi-public organisations. Previous management behaviour studies had concentrated on team and subordinate behaviour or organisational structure rather than on the day-to-day reality of managerial behaviour.
To describe the work life of a CEO, Mintzberg first identified six characteristics of the job: Managers process large, open-ended workloads under tight time pressure - a manager's job is never done. Managerial activities are relatively short in duration, varied and fragmented and often self-initiated.
CEOs prefer action and action driven activities and dislike mail and paperwork. They prefer verbal communication through meetings and phone conversations. They maintain relationships primarily with their subordinates and external parties and least with their superiors.
Their involvement in the execution of the work is limited although they initiate many of the decisions. 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: Mintzberg next analysed individual manager's use and mix of the ten roles according to the six work related characteristics. He identified four clusters of independent variables: He concluded that eight role combinations were 'natural' configurations of the job:Welcome.
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SYNOPSIS This paper discusses via critical analysis the ideas of Henry Mintzberg, the Canadian theorist and Cleghorn Professor of McGill University, on the topic of strategic management, alongside an in-depth evaluation of his writings and contributions to the study and use .
According to Mintzberg, these roles, or expectations for a manager’s behavior, fall into three categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action).
Limited structure, poor task discipline, inefficiency and controlling management are potential drawbacks or risks if emphasis isn't placed on defined work processes.
Watch video · Controlling is the final function of management in which the manager, once a plan has been carried out, evaluates the results against the goals.
If a goal is not being met, the manager . 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, .