MINTZBERG THEORY OF

MANAGERIAL ROLES
Josanne Forestine

HENRY MINTZBERG

HENRY MINTZBERG
BORN SEPTEMBER 2, 1939
CANADIAN
BSC IN MECHANICAL ENGINEERING
MASTERS IN MANAGEMENT
BEEN TEACHING SINCE 1968
WROTE MANY BOOKS
CONTRIBUTED SIGNIFICANTLY WITH MANAGEMENT AND ORGANIZATIONAL
SKILS

WHO IS A HOSPITAL MANAGER

Hospital managers are responsible for making decisions
regarding the financing and structure of a hospital.
Due to the fact that health care is constantly changing and new
technology is improving every day, hospital managers need to
continue to evaluate procedures and health care efficiency.

MINTZBERG THEORY OF
MANAGERIAL ROLES
Analyze Henry Mintzbergs Theory of Managerial Roles in
the context of a Hospital Manager

MINTZBERG THEORY OF MANAGERIAL

ROLES
NO CATEGORY

ROLE

1.

FIGUREHEAD

INTERPERSONAL

LIAISON
LEADER
2.

INFORMATIONAL

MONITOR
DISSEMINATOR
SPOKESPERSON

3.

DECISIONAL

ENTREPENEUR
DISTURBANCE HANDLER
RESOURCE ALLOCATOR
NEGOTIATOR

MINTZBERG THEORY OF MANAGERIAL

ROLES
Interpersonal: Interpersonal
roles cover the relationships
that a manager has to have
with others.
The three roles within this
category are
figurehead,
leader
liaison

MINTZBERG THEORY OF MANAGERIAL

ROLES
FIGUREHEAD

The figurehead represents the

teams. The manager must be
confident.
Their image, behaviour and
reputation must demonstrate
cultivated humility and empathy.
They should be able to set good
examples in and out of the
workplace and exemplify
qualities of a good role model

MINTZBERG THEORY OF MANAGERIAL

ROLES
LEADER
have to bring together the
needs of an organization and
those of the individuals under
their command.
must be learn to be an
authentic leader such that
their team can respect their
authority.

MINTZBERG THEORY OF MANAGERIAL

ROLES
LIAISON
deals with the horizontal
relationships which workactivity studies have
shown to be important for
a manager.
has to maintain a network
of relationships outside the
organization.

MINTZBERG THEORY OF MANAGERIAL

ROLES
INFORMATIONAL
After the manager has the
information they must be able to
process it
Managers have to collect,
disseminate and transmit
information
Three corresponding informational
roles, namely monitor, disseminator
and spokesperson.

MINTZBERG THEORY OF MANAGERIAL

ROLES
MONITOR
A manager is an important
figure in monitoring what goes
on in the organization,
receiving information about
both internal and external
events and transmitting it to
others.

MINTZBERG THEORY OF MANAGERIAL

ROLES
DISSEMINATOR
This process of transmission is the
dissemination role, passing on
information of both a factual and
value kind.

MINTZBERG THEORY OF MANAGERIAL

ROLES
SPOKESPERSON

A manager often has to

give information
concerning the
organization to outsiders,
taking on the role of
spokesperson to both the
general public and those in
positions of influence.

MINTZBERG THEORY OF MANAGERIAL

ROLES
DECISIONAL
How the manager uses
information
Four roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

MINTZBERG THEORY OF MANAGERIAL

ROLES
ENTREPENEUR

The manager must be able to create and control change within the
organization, that is, the manager is the entrepreneur.
With this responsibility, the manager is able to solve problems, generate new
ideas and implementing them.

MINTZBERG THEORY OF MANAGERIAL

ROLES
DISTURBANCE HANDLER
The hospital offers a number of
services under one umbrella,
healthcare.
There may always have conflict within
the hospital, due to protocols,
difference in attitudes and
personalities.
The manager must be able to take
charge in minimizing these occurrence,
also, provide assistance in mediating
disputes within it

MINTZBERG THEORY OF MANAGERIAL

ROLES
RESOURCE ALLOCATOR
Determines what
resources are required
Budget
Funding
Prioritize

MINTZBERG THEORY OF MANAGERIAL

ROLES
NEGOTIATOR
They must be able to take part in
and direct important negotiations
within the team, department and/or
the organization
A manager has to negotiate with
others and in the process be able to
make decisions about the
commitment of organizational
resources.

MINTZBERG THEORY OF MANAGERIAL

ROLES

RECOMMENDATIONS???

NO
CATEGORY
1. Interpersonal:

ROLE

providing 1. Figurehead

information and ideas

RECOMMENDATION

2. Leader
3. Liaison

They must always keep up to date in what in what is occurring at

not only at a national level but regionally and internationally.

They must give respect as to receive respect from their staff

They should take the advice of their ground men and implement
and rationalize the ideas that are brought forward,

They must be a reliable public figure since they would also have
to provide information to the public about service availability
and health awareness.

2.

Informational: processing

1. Monitor

Seek and acquire work-related information

information

2. Disseminator

Read and develop reports; attend seminars and training;

3. Spokesperson

3.

Decisional: using information

1. Entrepreneur

maintain personal contacts

Always keep updated with new procedures and technology.

Identify new ideas and initiate improvement projects and

2. Disturbance handler

implement innovations;

3. Resource allocator

Plan for the future

4. Negotiator

Settle conflicts between subordinates and choose strategic

REFERENCES
Health Management Lecture Notes compiled by Dr. Horace Williams
Management at Work. Mintzbergs 10 Managerial Roles.
http://management.atwork-network.com/2008/04/15/mintzberg%E2%80%99s10-managerial-roles
/
Unit 1 Management, Organization and Performance. Management Roles.
http://
www.soas.ac.uk/cedep-demos/000_P531_MRD_K3736-Demo/unit1/page_10.h
tm
Mintzbergs Management Roles.
https://www.mindtools.com/pages/article/management-roles.htm