Likewise, when Hurricane Katrina was forecast to make landfall, Thomas Oreck, then CEO of the vacuum manufacturer that bears his name, had to make a series of nonprogrammed decisions.executives began searching for lost employees, tracking down generators, assembling temporary housing for workers, and making deals with UPS to begin distributing its product (UPS brought food and water to from Atlanta and took vacuums back to the company’s distribution center there).
Later there had been criticism of these studies, because Henry Mintzberg had limited himself to five organisations only.
It would only involve a small sample size as a result of which the results could not be representative for organisations in other industries or hierarchical management positions.
Henry Mintzberg distinguishes ten key managerial roles that managers and executives fulfil.
These Mintzberg Managerial Roles are subsequently divided up into three categories: the interpersonal category, the informational category and the decisional category.
For example, entrepreneurs can become paralyzed evaluating the options.
For the Gabby Slome, the cofounder of natural pet food maker Ollie, the idea for starting the company came after her rescue dog began having trouble digesting store-bought pet food after living on scraps.In 1973 Henry Mintzberg carried out empirical studies into the managerial behaviour of CEOs in five private and semi-public organisations.From those first studies he was able to identify six characteristics that define the work life of managers.In carrying out the responsibilities of planning, organizing, leading, and controlling, managers take on many different roles.A role is a set of behavioral expectations, or a set of activities that a person is expected to perform.Therefore, standard procedures for recruitment and selection are developed and followed in most companies.employee, who had to decide the best way to salvage a five-mile-long piece of railroad track from the bottom of Lake Pontchartrain, is an example of a nonprogrammed decision.Managers’ roles fall into three basic categories: In every function performed, role taken on, and set of skills applied, a manager is a decision maker. Decision-making occurs in response to the identification of a problem or an opportunity.The decisions managers make fall into two basic categories: programmed and nonprogrammed.A manager’s interpersonal roles are based on various interactions with other people.Depending on the situation, a manager may need to act as a figurehead, a company leader, or a liaison.