Mintzberg’s managerial roles
1. Interpersonal
a. Figurehead: symbolic head, required to perform a number of routine
duties of social or legal nature
b. Leader: responsible for the motivation and direction of employees
c. Liaison: maintains a network of outside contacts who provide favors
and information
2. Informational
a. Monitor: receives wide variety of information, serves as nerve center
of internal and external information of the organization
b. Disseminator: transmits information received from outsiders or from
other employees to members of the organization
c. Spokesperson: transmits information to outsiders on organization’s
plans, policies, etc.
3. Decisional
a. Entrepreneur: searchers organization & it’s environment for
opportunities and initiates projects to bring about change
b. Disturbance handler: responsible for corrective action when
organization faces important, unexp. disturbances
c. Resource allocator: makes or approves significant organizational
decisions
d. Negotiator: responsible for representing the organization at major
negotiations
Luthans’ managerial activites
1. Traditional management
a. Decision making, planning, and controlling
2. Communication
a. Exchanging routine information and processing paperwork
3. HRM(anagement)
a. Motivating, disciplining, managing conflict, staffing, and training
4. Networking
a. Socializing, politicking, and interacting with outsiders
Organizational Behavior
-‐ Field of study with three determinants of behavior of organizations:
o Individuals
o Groups
o Structure
-‐ Core question: What do people do and how does that affect the org.?
-‐ Disciplines contributing to OB:
o Psychology
o Social psychology
o Sociology
o Anthropology
-‐ Challenges and opportunities for OB:
o Responding to economic pressures
o Responding to globalization
1. Interpersonal
a. Figurehead: symbolic head, required to perform a number of routine
duties of social or legal nature
b. Leader: responsible for the motivation and direction of employees
c. Liaison: maintains a network of outside contacts who provide favors
and information
2. Informational
a. Monitor: receives wide variety of information, serves as nerve center
of internal and external information of the organization
b. Disseminator: transmits information received from outsiders or from
other employees to members of the organization
c. Spokesperson: transmits information to outsiders on organization’s
plans, policies, etc.
3. Decisional
a. Entrepreneur: searchers organization & it’s environment for
opportunities and initiates projects to bring about change
b. Disturbance handler: responsible for corrective action when
organization faces important, unexp. disturbances
c. Resource allocator: makes or approves significant organizational
decisions
d. Negotiator: responsible for representing the organization at major
negotiations
Luthans’ managerial activites
1. Traditional management
a. Decision making, planning, and controlling
2. Communication
a. Exchanging routine information and processing paperwork
3. HRM(anagement)
a. Motivating, disciplining, managing conflict, staffing, and training
4. Networking
a. Socializing, politicking, and interacting with outsiders
Organizational Behavior
-‐ Field of study with three determinants of behavior of organizations:
o Individuals
o Groups
o Structure
-‐ Core question: What do people do and how does that affect the org.?
-‐ Disciplines contributing to OB:
o Psychology
o Social psychology
o Sociology
o Anthropology
-‐ Challenges and opportunities for OB:
o Responding to economic pressures
o Responding to globalization
