Mintzberg's Managerial Roles

This objective of the report is to comprehend the job of manager and to analyze the relevance of Mintzberg’s decisional roles to the management work of the chosen manager in his organization. Besides, this report will also identify the extent to how and which organization size and workforce diversity approached are relate in the work of this manager. An organization is an intentional arrangement of people to accomplish some distinct purpose. (Robbin, Bergman, Stagg, & Coulter, 2012). A manager is defined as someone who coordinates and oversees the work activities of others in order to attain the organization’s goal (Robbins, Bergman, Stagg & Coulter, 2009). As the world is changing rapidly, these roles are overlapping and a manager needs

The first role of managerial roles is interpersonal roles that involve the behaviors associated with human interaction (Hartzell, 2015). Under interpersonal role, there are three sub roles, Leader directs and motivates subordinates, train, counsel, and communicate with subordinate. Before employees start to work behind the counter, he gives 25 hours of training to them. Management trainees attend classes like “Coffee Knowledge 101” for 8 to 12 weeks (Sandelands, 1997). Furthermore, figurehead is someone who performs ceremonial and symbolic duties (Chong, 2015). Moreover, Liaison defines as managers who communicate with internal and external contacts by using e-mail, phone or meetings as well as able to network effectively on behalf of the organization. As a liaison, Howard connects with upwards and downwards across the company communications with both the internal and external

There are three roles listed under informational roles, which include monitor, disseminator and spokesperson (Hartzell, 2015). The monitor roles that Howard Schultz must fill involve the task of researching, locating and seek for useful information. As a monitor, Howard has to stay abreast to current industry changes and standard occurring in external and internal business environments. This includes monitoring the employees’ performance and their productivity level. As a disseminator, Howard takes the information he gathered as a monitor and forwards it on to the middle level managers (Marques, 2008). Acting as a spokesperson on behalf of the organization is Howard's final informational role. As a spokesperson, Howard communicates information about the organization to outside parties about the firm’s progress (Rippin,