The Mintzberg Model of Management

Question 1

What are the Core Principles of Mintzberg’s Model of Management?

Answer 1

Although Management is a “practical art” and is, therefore, context- and situation- dependent, he believes that

1. Management action can be abstracted, in principle
2. The entire spectrum of Management action can, therefore, be systematized
3. The claim that the bandwidth characterizing the spectrum for action can be presented compactly “on one sheet”

Question 2

On what model of management is Mintzberg’s model based on?

Answer 2

Despite its high degree of abstraction, the model is based on the model of “down-to-earth” Management, i.e. providing a practical framework of orientation to counteract mystifications without trivializing Management action.

Question 3

4 core elements of the Mintzberg Model of Management

Answer 3

1. Creating a conceptual framework
2. Managing through information
3. Managing with people
4. Managing ‘action’ directly

Question 4

What does ‘creating a conceptual framework’ mean? (Mintzberg’s model)

Answer 4

1. Developing strategies and working context “Framing the job”
2. Decision making
3. Scheduling actions and deliverables

Question 5

What does ‘managing through information’ mean? (Mintzberg’s model)

Answer 5

1. Communicating inside and outside the unit
2. Communication with stakeholders
3. Promoting the flow of information
4. Communication as an instrument for steering / control

Question 6

What does ‘managing with people’ mean? (Mintzberg’s model)

Answer 6

1. Leading, encouraging and supporting people
2. Building and maintaining teams
3. Establishing and strengthening corporate culture
4. Linking to people outside the unit by networking and
   representing

Question 7

What does ‘managing action directly’ mean? (Mintzberg’s model)

Answer 7

1. Manager as the person „who gets the job done“
2. Handling disturbances
3. Leading programs and projects
4. Buildung networks and coalitions
5. Conducting negotiations

Question 8

What are the 3 main roles of Managing?

Answer 8

1. Information level
2. People plane
3. Action plane

Question 9

What are the characteristics of ‘Internal Information Level?’ (role of managing)

Answer 9

Communicating (monitoring, nerve center) and controlling (designing, delegating & designating and distributing)

Question 10

What are the characteristics of ‘External Information Level?’ (role of managing)

Answer 10

Communicating (spokesperson, nerve center, disseminating)

Question 11

What are the characteristics of ‘Internal People Plane?’ (role of managing)

Answer 11

Leading (energizing and developing individuals, developing individuals, building teams)

Question 12

What are the characteristics of ‘External People Plane?’ (role of managing)

Answer 12

Linking (networking & representing, convincing/conveying, transmitting & buffering)

Question 13

What are the characteristics of ‘Internal Action Plane?’ (role of managing)

Answer 13

Doing (managing projects, handling disturbances)

Question 14

What are the characteristics of ‘External Action Plane?’ (role of managing)

Answer 14

Dealing (building coalitions and mobilizing support)

Question 15

‘Cross-role Management’

Answer 15

In everyday business situations the role transitions are often fluid and require activities from different role perspectives.

Question 16

What is critical for success in ‘cross-role management?’

Answer 16

• Identify context-appropriate roles
• Apply possibilities for action appropriate to the situation and
• Find a good balance between the roles and “flight levels” (balance between the strategic abstraction of
  detail-focused “Micromanagement”)