Mintzberg Managerial Roles

JOURNAL ENTRIES
UNITE ONE
THE MINTZBERG MANAGERIAL ROLES GAP ANALYSIS The inevitability of Mintzberg managerial roles gap analysis in the intricacies of managerial work cannot be overemphasized. His analysis is deemed indispensable, because before he conducted this research, previous analysis on the job description of a manager was based on sheer assumptions. The aim of his study was to get the specifics on the daily routine of managers and by this means enhance organizational attainment and create a collaborative workforce (Mintzberg, 1971). The role of a manager is uttermost in the success of any organization, because they are in the center stage of all happenings in an organization. All managerial roles, stretching from informational,

Every successful organization is characterized by a cordial working environment, and ninety percent of the practice required to achieve this relies on the ability of a leader or manager to give strengths-based feedbacks. A leader or manager’s success is entirely based on the success of his or her team. Having realized that it is an effective team that makes for an effective leader, it is therefore necessary for me to ensure that my team is effective. Strengths-based feedback is the encouraging factor an employee or subordinate requires to stay effective. It assures them that their dedication and achievement on a task is brilliant and appreciated. This gesture will encourage them to work for greater results. The BET (behavior, effect and thank you) approach addresses the best means by which strengths-based feedbacks could be given. This method points out the positive behavior or act exhibited by the employee, analysis the positive effect such behavior has brought to the growth of the organization and appreciation is also expressed. There is a tendency that an employee will relent in his or her brilliant endeavors or take their outstanding skills elsewhere if they are not appreciated by the leader or manager (Harms &Roebuck, 2010). When team members are given regular strengths-based feedbacks, they will react better to negative feedbacks and make swift improvements. When a

They include resilience, improved cognitive ability, psychological strength, tenacity, self-reflection and etcetera. Bennis & Thomas also stated other set of skills that can be acquired from a transformation experience; the ability to engage others in shared meaning, the distinctive voice, sense of integrity and adaptive capacity (2002).
These transformational skills are necessary and relevant to a leader in the following areas:
The ability to engage others in shared meaning: a manager or leader should incorporate his or her team members in problem-solving process. In crisis situations, the manager may not have the best approach. It is hence a necessity to consider the point of view of