Managerial roles To satisfy the numerous needs related to carrying out their functions, managers take on multiple roles. A role is an organized set of behaviors. Henry Mintzberg identified ten common roles in the work of all managers. The ten roles are divided into three groups: interpersonal, informational, and decisional. Informational roles tie all managerial work together. Interpersonal roles ensure that information is provided. Decision-making roles make significant use of information. The fulfillment of managerial roles and the requirements of these roles can be carried out at different times by the same manager and to different extents depending on the level and function of management. The ten roles are described individually, but form an integrated whole. The three interpersonal roles mainly concern interpersonal relationships. In the figure role, the manager represents the organization in all formal matters. The high-level manager represents the company legally and socially towards the outside of the organization. The supervisor represents the work group to upper management and the upper management to the work group. In the liaison role, the manager interacts with colleagues and people outside the organization. The upper-level manager uses the liaison role to obtain favors and information, while the supervisor uses it to maintain routine work flow. The leadership role defines the relationships between the manager and the employees. Direct relationships with people in interpersonal roles place the manager in a unique position to obtain information. Therefore, the three information roles mainly concern the information aspects of managerial work. In the ro monitor... in the center of the document... the distribution roles require it from us.________________________________________Conclusions? The roles indicate that managers must be organizational generalists and specialists due to system imperfections and environmental pressures. formal authority is necessary even for certain basic routines.• in all this they are still fallible and humanThe ten roles offer a richer account of managerial tasks than the learning models of Blake or Bersey and Blanchard etc. They explain (and justify/legitimize) management purposes (contingency theory) in terms of: • designing and maintaining stable and reliable systems for efficient operations. in a changing environment. • ensure that the organization satisfies those who own/control it. • boundary management = maintaining information links between the organization and actors in the environment.