Henry Mintzberg

It suggests that the Manager planned reflective and systematically, that an efficient Manager is not concerned with routine activities, that their decisions are supported by a formal system of information and usually acts based on methods, techniques and scientific procedures. Henry Mintzberg, at the end of the 1960s, tried to demonstrate that that vision was not very certain or very useful. This researcher became apparent to managers working without respite, in brief activities, discontinuously, oriented towards action and in the little reflective form. In addition, performing routine activities, they seek information by non-formal means, and often appeal to your good judgment or their intuition in decision-making. Harriet Tubman pursues this goal as well. To Mintzberg, a Manager, of any level, exerts a formal authority. Therefore occupies a status or social position from which must interact with other people. Such interrelations comes from a stream of information that allows the decision-making process in the organization or unit that directs. Well, Mintzberg (1986, pp.

55-67), established ten roles that all Manager plays on a daily basis. Grouped into three sets: 5.1. Interpersonal roles these roles are associated with the interaction of the Manager with other members of the Organization: superiors, subordinates, peers and people external to the organization. 5.1.1 Ceremonial figure: as head of the organization or unit, represents it formally and symbolically both internally and externally 5.1.2. Motivational leader: responsible for the work of the people that integrate your organization or your unit, the Manager has the authority to hire, train, motivate and give feedback to workers, in addition to reconcile the individual needs of his subordinates with the Organization 5.1.3. Link: as a representative of the organization or unit, the manager establishes contacts on the sidelines of the formal chain of command. Such interactions provide the possibility of obtaining useful information for decision-making. 5.2. Informational roles are the roles related to the receipt, processing and transmission of information.