Critically reflect on my managerial role within my job

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Module: PUP526J1 Organisation and Administration

Word Count: 1480

Critically reflect on my managerial role within my job

  1. Introduction

With the development of society and economics, our world has become much more complex and changeful than years before. Today’s managers have to be very sensitive to the changing of the environment, to understand and cope with the diversity of the world. As a result, the role management plays in private sector as well as public sector has become more and more important, both theoretically and practically. Elements of management could be found as early as in the building construction of the Pyramids in ancient Egypt. However, great progress has been made since last century in the study of management. The theories of management vary from culture to culture, from generation to generation. The following report is my understanding towards the principles of management and a reflection of my own managerial roles at work, referring to Mintzberg’s ten principles.

  1. About management theory

The first theory of management was delivered by Henri Fayol, a French industrialist, in 1916. He defined management as “to manage is to forecast and plan, to organise, to command, to co-ordinate and to control”(Mc Ilwee T. and Roberts I., 1991, p.117).  The other important management theories, such as Elton Mayo's human relations movement, Max Weber's idealized bureaucracy, and Henry Mintzberg’s ten principles on management, have emerged subsequently. Here, I mainly want to introduce Henry Mintzberg’s ten principles on management.

  • What is it?

Henry Mintzberg’s ten roles management theory was based on the study of five chief executives and a few others managers’ real lives. He described what he had seen as the roles a manager play, which were called ten principles on management.

The ten roles are divided into three groups: interpersonal, informational, and decisional (see Figure 1).

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Figure 1

The Ten Managerial Roles


The three interpersonal roles are radically considered the interpersonal relationships. In the figurehead role, the manager represents the organization in all matters of formality. “Duties that involve inter personal roles may sometimes be routine, …… Nevertheless, they are important to the smooth functioning of an organization and cannot be ignored by the manager” (Mintzberg H., 1989, p.15-16). The leader role defines the relationships between the manger and employees. In the liaison role, the manger maintains information links both inside and outside organization.


The interpersonal roles make the managers ...

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