Welcome to the second feature. Following on from last fortnight, we will look at the “Informational” and “Decisional” components to Mintzberg’s manament roles,
We’ve already looked at the ‘Interpersonal’ category with Figurehead(1), Leader(2) and Liaison(3) being covered, here we’ll now look at the remaining two categorise as follows…
INFORMATIONAL (PROCESSING INFORMATION)
Monitor(4) – To be effective here, learn how to gather beneficial information while avoiding overload! Train yourself to scan read for useful info such as the excess of LinkedIn notifications. Understand the changes that are occurring not just within your teams but the organisation and industry too. Actively open your eyes and not only look for changes but learn to recognise them too.
Disseminator(5) – The ability to share information. Where relevant, insure those around you are informed of useful information. To be effective here, understand that it’s not simply your opinion that counts but the use of the information to be relayed. Agendas, team briefings or face to face meetings, insure your information is factual, useful and relevant.
Spokesperson(6) – Here you are the aerial for business, a transmitter that tells outsiders what the organisation is all about. Presentation is the key to success here which entails confidence with the ability to deliver a succinct, factual and interesting performance. Some say you are born with these skills, I say you learn them and we know how to help.
DECISIONAL (USING INFORMATION)
Entrepreneaur(7) – Open mindedness is the key here. The entrepreneur will look at change for the business needs. Generating and seeking new ideas to overcome problems and then to implement them. Change Management follows a process and is a skill set in its own right and has implications that an entrepreneur will understand.
Disturbance Handler(8) – Conflict can come from either individuals or groups and the way forward is not to simply work on ‘Facts’ but to look at the emotion attached to the obstacle. You cannot let it sort itself out as it inevitably will not, so take charge early on. Empathy to both sides is essential.
Resource Allocator(9) – From seeking new equipment, staff or overtime funding, as a manager you need to understand budgets as well as the art of negotiation (see 10). Also the ability to see where prioritisation is required and where costs can be reduced (and not simply making people redundant). Further to this, analyse the business resources and consider where they are best applied.
Negotiator(10) – As a guide, prior to going into a negotiation, seek someone to role-play and gain control of emotions should it not be working out or prepare for areas not already considered. This isn’t necessarily about what’s simply best for you, seek a win-win result to insure the best outcome.
Mintzberg’s management roles is a great check list whether you are a developing manager looking to improve yourself and the company you work in or even for established managers just to refer back to.
These are simply guidelines but should you be looking to improve management skills for either yourself or those within the organisation and become accountable for your own actions, please contact the author, Neil Nutburn on 07761 187238 or email firstname.lastname@example.org and if you’re online, have a look at his interview video at https://youtu.be/RvCwOL4hPco where you’ll be assured a warm welcome to discuss how we can help.