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The Roles

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.

The 10 roles are then divided up into three categories, as follows:

Category	Role
Interpersonal	Figurehead Leader Liaison
Informational	Monitor Disseminator Spokesperson
Decisional	Entrepreneur Disturbance Handler Resource Allocator Negotiator

Let's look at each of the ten roles in greater detail.

Interpersonal Category

The 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 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 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 them.

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.

The different of the efficiency and effectiveness

Management Efficiency

Strategic management decisions that promote efficiency tend to be aimed at reducing the use of resources through maximizing return. Any action taken to reduce inventory waste, for example, would be a strategic management decision aimed at greater efficiency. Efforts to increase productivity would be included in this category. Another strategic management decision that would be efficiency-oriented would be having executives share an executive assistant, rather than hiring executive assistants for each executive.
Keputusan manajemen strategis yang meningkatkan efisiensi cenderung bertujuan mengurangi penggunaan sumber daya melalui memaksimalkan pengembalian. Setiap tindakan yang diambil untuk mengurangi limbah persediaan, misalnya, akan menjadi keputusan manajemen strategis yang bertujuan untuk efisiensi yang lebih besar. Upaya untuk meningkatkan produktivitas akan dimasukkan dalam kategori ini. Keputusan manajemen strategis lain yang akan berorientasi efisiensi akan memiliki eksekutif berbagi asisten eksekutif, daripada mempekerjakan asisten eksekutif untuk setiap eksekutif.

Management Effectiveness

Management effectiveness can be measured by results. Goals such as increasing market share, improving customer satisfaction ratings and achieving desired revenue levels come under the heading of management effectiveness. This is how you measure whether management decisions are actually improving your business performance. For every decision that strategic managers make, you need to set a date in the future when you will measure the effectiveness of those decisions. Better yet, tell your managers to bring you data to show the effectiveness of their decisions.
Efektivitas manajemen dapat diukur dengan hasil. Tujuan seperti meningkatkan pangsa pasar, meningkatkan peringkat kepuasan pelanggan dan mencapai tingkat pendapatan yang diinginkan datang di bawah judul efektivitas manajemen. Ini adalah bagaimana Anda mengukur apakah keputusan manajemen yang benar-benar meningkatkan kinerja bisnis Anda. Untuk setiap keputusan bahwa manajer strategis membuat, Anda perlu mengatur tanggal di masa depan ketika Anda akan mengukur efektivitas keputusan tersebut. Lebih baik lagi, memberitahu manajer Anda untuk membawa Anda data untuk menunjukkan efektivitas dari keputusan mereka.

Which is Best

You should look at all of your strategic management decisions and determine whether they are aimed at effectiveness or efficiency. The reason you should do this is because most management metrics are skewed toward efficiency. Because of this, you can forget to include management efforts designed to show effectiveness. In practice, you need both types of strategic management decisions. Strive for a balance between the two. That doesn't mean you need a 50/50 balance, but you should make sure you don't have a 90/10 ratio.
Anda harus melihat semua keputusan manajemen strategis dan menentukan apakah mereka ditujukan pada efektivitas atau efisiensi. Alasan Anda harus melakukan ini karena metrik manajemen kebanyakan condong ke arah efisiensi. Karena itu, Anda bisa lupa untuk menyertakan upaya manajemen yang dirancang untuk menunjukkan efektivitas. Dalam prakteknya, Anda perlu kedua jenis keputusan manajemen strategis. Berjuang untuk keseimbangan antara keduanya. Itu tidak berarti Anda membutuhkan keseimbangan 50/50, tetapi Anda harus memastikan bahwa Anda tidak memiliki rasio 90/10.

Goals vs. Objectives

Goals are the long-term achievements you have planned. Objectives are the short-term steps to your goals. Strategic management decisions aimed at being effective tend to be goal-oriented. That is, they are considerations for the long haul. Efficiency measures tend to be about reaching objectives or short-term improvements. You must make sure your objectives align with your goals. Another way of saying this is that strategic managers must make sure they pursue efficiency in the name of effectiveness. Otherwise your small business may be moving in conflicting directions.
Tujuan adalah prestasi jangka panjang yg Anda rencanakan. Tujuan adalah langkah-langkah jangka pendek untuk tujuan Anda. Keputusan manajemen strategis yang bertujuan untuk menjadi efektif cenderung berorientasi pada tujuan. Artinya, mereka adalah pertimbangan untuk jangka panjang. Langkah efisiensi cenderung tentang mencapai tujuan atau perbaikan jangka pendek. Anda harus memastikan tujuan Anda selaras dengan tujuan Anda. Cara lain untuk mengatakan ini adalah bahwa manajer strategis harus memastikan mereka mengejar efisiensi dalam nama efektivitas. Jika bisnis kecil Anda dapat bergerak ke arah yang bertentangan.