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Chapter 2

The Nature of Managerial Work

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Learning Objectives

After studying this chapter, you should be able to:

Understand the different roles and activities commonly required for managers.

Understand how managerial roles and activities are affected by aspects of the situation.

Understand how managers cope with demands, constraints, and choices confronting them.

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Learning Objectives (Cont.)

Understand the importance of external activities and networking for managers.

Understand how managers solve problems and make decisions.

Understand how managers can make effective use of their time.

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Learning Objective 1

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Understand the different roles and activities commonly required for managers

Activity Patterns for Managers

Hectic work pace

Varied and fragmented work content

Many reactive activities

Peer and outsider interaction

Disorderly and political decision processes

Informal and adaptive planning

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Managerial Roles

Leader

Liaison

Figurehead

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

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Learning Objective 2

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Understand how managerial roles and activities are affected by aspects of the situation

Role Conflict

Role-sender pressure

Role expectations

Conflicting role demands

Role requirement perceptions

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Learning Objective 3

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Understand how managers deal with demands, constraints, and choices confronting them

Stewart’s Descriptive Model

Core Components

Demands

Constraints

Choices

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Situational Determinants in Stewart’s Model

Pattern of relationship

Work patterns

Exposure

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Other Situational Determinants of Manager Behavior Variability

Management level

Organizational unit size

External dependencies

Crisis situations

Stage in organizational life-cycle

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The Importance of Networks

Need for information

Dependence on multi-person cooperation

Problem solving assistance

Innovative change assistance

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Creating Networks

Talking with people at events

Community service activities

Joining social and professional groups

Attending professional programs

A perpetual activity

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Learning Objective 5

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Understand how managers solve problems and make decisions

How Managers Make Decisions

Contrary to images of an orderly rational process, decision-making is often characterized by:

Disorderly processes

Incomplete or slanted information

Incomplete analyses

Reliance on past solutions

Difficulty reaching agreement

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Problem Solving Guidelines

Identify important, solvable problems

Look for connections among problems

Experiment with innovative solutions

Take decisive action to deal with crises

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Learning Objective 6

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Understand how managers can make effective use of their time

Guidelines for Managing Time

Understand demand and constraint causes

Expand range of choices

Determine what is to be accomplished

Analyze your time use

Plan daily and weekly activities

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Guidelines for Managing Time

Avoid unnecessary activities

Conquer procrastination

Take advantage of reactive activities

Make time for reflective planning

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