There is also a great deal of overlap in the various duties as identified by Mintzberg, at least as management is practiced in these two scenarios. The monitor and disseminator informational roles, for instance, are entirely linked -- there is no separate monitor communicating with a disseminator, nor does that arrangement seem highly practical. It is necessary for the monitor to share information with the disseminator in order for the latter to perform their job at all, let alone effectively and efficiently; it makes little sense to discuss these roles separately. There is certainly a difference between seeking out and receiving information and sending it off to others, but the former is useless without the latter.

3)

The above listed confusion and in-applicability of this framework to the larger picture presented in these scenarios leads to the conclusion that this framework is not truly applicable to the way management is approached today. There are other ways in which the overlapping of roles and duties, or conversely the complete non-expectation of a fulfillment of one of Mintzberg's identified roles, make this framework less applicable to management today then...

Simply put, the roles and duties identified by Mintzberg have become both more consolidated and more diversified, as organizations have both grown in size and scope and become more integrated through various technological developments. This makes the framework inadequate as a model for examining or discussing real-life managerial expectations and duties.
Rose, for instance, is not entrusted with any real entrepreneurial duties; though she is an influential decision maker in one aspect of the organization at which she works, she has little control or even knowledge over what happens with the organization as a whole. As a mid-level manager, innovation is not exactly what is required of her, especially not on an institution-wide basis. She must handle various business issues that could be seen in an entrepreneurial light -- the large-scale hiring of employees based on renegotiations serving as a prime example -- but she does this full under the auspices of the larger company, and with their interests (and her job) in mind. Alex, too, is not fully entrusted with all of the powers necessary to fill Mintzberg's roles, even if he actually wanted to.