Uploaded by Alexandra Leigh Cervantes


Function One: Planning
Planning involves deciding where to take a company and selecting steps to get there. It
first requires managers to be aware of challenges facing their businesses, and it then it
requires managers to forecast future business and economic conditions. They then
formulate objectives to reach by certain deadlines and decide on steps to reach them.
They re-evaluate their plans as conditions change and make adjustments as necessary.
Planning helps allocate resources and reduce waste as well.
Function Two: Organizing
Managers organize by bringing together physical, human and financial resources to
achieve objectives. They identify activities to be accomplished, classify activities, assign
activities to groups or individuals, create responsibility and delegate authority. They then
coordinate the relationships of responsibility and authority.
Function Three: Leading
Leading requires managers to motivate employees to achieve business objectives and
goals. It requires the use of authority to achieve those ends as well as the ability to
communicate effectively. Effective leaders are students of human personalities,
motivation and communication. They can influence their personnel to view situations
from their perspectives. Leading also involves supervision of employees and their work.
Function Four: Controlling
Controlling is a function of management that involves measuring achievement against
established objectives and goals. It also requires managers to be able to identify
sources of deviation from successful accomplishment and to provide a corrective course
of action. Managers first establish objectives and goals, then measure achievement of
them, identify anything that is keeping the company from achieving them, and provide
means of correction if necessary.
Controlling does not necessarily involve achieving only monetary goals and objectives.
It can also relate to nontangible goals and objectives like meeting a production quota or
reducing customer complaints by a certain amount.
Mintzberg published his Ten Management Roles in his book, "Mintzberg on
Management: Inside our Strange World of Organizations," in 1990.
The ten roles are:
1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator
Disturbance Handler
Resource Allocator
Interpersonal Category
The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities.
You're expected to be a source of inspiration. People look up to you as a person with
authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.
Informational Category
The managerial roles in this category involve processing information.
4. Monitor – In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also monitor your
team, in terms of both their productivity, and their well-being.
5. Disseminator – This is where you communicate potentially useful information to your
colleagues and your team.
6. Spokesperson – Managers represent and speak for their organization. In this role,
you're responsible for transmitting information about your organization and its goals
to the people outside it.
Decisional Category
The managerial roles in this category involve using information.
7. Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and implementing
8. Disturbance Handler – When an organization or team hits an unexpected roadblock,
it's the manager who must take charge. You also need to help mediate disputes
within it.
9. Resource Allocator – You'll also need to determine where organizational resources
are best applied. This involves allocating funding, as well as assigning staff and
other organizational resources.
10. Negotiator – You may be needed to take part in, and direct, important negotiations
within your team, department, or organization.