Powerful Ideas: Mintzberg's Managerial Roles

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A511.9.2.DQ - Powerful Ideas Mintzberg’s (1973) managerial roles describe the type of required activities that are common to most managerial and administrative positions. However, descriptive research indicates that managers also have unique role requirements that are specific to a particular type of managerial position in a particular type of organization. Stewart (1967, 1976, 1982) formulated a model for describing different types of managerial jobs and understanding how managers do them. The model was based on extensive research using observation, interviews, and diaries, and it has three core components.
Core Components
Demands, constraints, and choices define the job of a manager and strongly influence the behavior of anyone who occupies
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Choices are the activities that a manager may do but is not required to do. Choices include the opportunities available to someone in a particular type of managerial position to determine what to do and how to do it. Demands and constraints limit choices in the short run, but over a longer time period, a manager has some opportunities to modify demands and remove or circumvent constraints, thereby expanding choices. Examples of major choices include the objectives for the manager’s unit, the priorities attached to different objectives, the strategies selected to pursue objectives, the aspects of the work in which the manager gets personally involved, how and with whom the manager spends time, what responsibility is delegated to whom, and how the manager attempts to influence different people. In a sense, these choices can be described in terms of Kotter’s (1982) concepts as what agendas to set, what contacts to make to build a network, and how to influence people to implement the agendas. Managerial jobs differ greatly in the amount and type of demands and constraints the job holder faces. However, even within the same job, the demands and constraints will vary depending on the perception of the job holder. They are not entirely determined by objective conditions but result instead from the dynamic interaction between manager and role senders. By their choices, managers influence demands. For example, agreeing to serve on a committee adds to a manager’s demands. …show more content…
Many of the activities of managers and administrators involve making and implementing decisions. Participative leadership involves efforts by a leader to enlist the aid of others in making important decisions. Empowerment involves the perception by members of an organization that they have the opportunity to determine their work roles, accomplish meaningful work, and influence important events. Participative leadership, delegation, and empowerment are subjects that bridge the power and behavior approaches to leadership.
Demands, constraints, and choices were selected because each represents actual situations the leader will encounter. These attributes will contribute to my ability to recognize pitfalls and identify situations that may be encountered under different circumstances. I selected Participative Leadership and Empowerment because it is very important to have the capacity to delegate responsibility and authority when deemed necessary. My future endeavors will include leading teams and perhaps having the oversight of an organization; knowing participated leadership technique will assist in managing large groups. One must have the ability to others to be a successful leader. Knowing how to influence individuals and teams will serve as a tool to assist me in knowing what type of influence to use when leading

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