The Nature Of Managerial Work Pertemuan 4 Matakuliah: G0934 / Leadership and Organisation Tahun: 2007

Bina Nusantara 2 Learning Outcomes After studying this chapter students should be able to: Understand what methods have been used to study managerial work Understand the typical activity patterns for people in managerial positions. Understand the importance of external activities and networking for managers. Understand the different roles required for managers and how they are changing. Understand how managerial roles and activities are affected by aspects of the situation. Understand how managers try to cope with the demands, constraints, and choices confronting them. Understand the limitation of descriptive research on managerial activities. Understand how managers can make effective use of their time.

Bina Nusantara 3 Outline Materi Typical Activity Patterns in Managerial Work The Content of Managerial Work A Theory of Demands, Constraints, and Choices Research on Situational Determinants Changes in The Nature of Managerial Work How Much Discretion Do Managers Have? Limitations of the Descriptive Research Applications for Managers

Bina Nusantara 4 The Nature of Managerial Work

Bina Nusantara 5 A theory of Demands, Constraints, and Choices Core components of the Model – Demands – Constraints – Choices – Situational determinants – Pattern of relationships – Work pattern – Exposure

Bina Nusantara 6 Research on Situational Determinants

Bina Nusantara 7 Research situational determinants Level of management Size of organizational unit Lateral interdependence Crisis situations Stage in the organization life cycle

Bina Nusantara 8 Changes in the nature of managerial work Globalization trend and managerial work New technology Changes in the nature of organization present yet another challenge – Decentralization – Organization restructuring around product teams – Team-based organization – Increasing reliance on outsourcings

Bina Nusantara 9 How much discretion do managers have? – Role expectations for a leader are seldom absolute of comprehensive, and a leader usually has considerable discretion to shape his or her own role over time. – Flexibility is greater for role expectations that do not involve central values of symbolic importance to organization members (Biggart & Hailton, 1984) Limitations of the descriptive research – Most of the research on communication patterns of managers is dated  needs to be redone New technology New forms of organization – Activity or behavior patterns that are necessary effective

Bina Nusantara 10 Most managerial activity can be described in terms of four general processes Developing and Maintaining relationships Making decisions Getting and giving information Influencing people

Bina Nusantara Applications for Manager

Bina Nusantara 12 Application for managers Guidelines for managing time – Understand the reasons for demands and constraints – Expand the range of choices – Determine what you want to accomplish – Analyze how you use your time – Plan daily and weekly activities – Avoid unnecessary activities – Conquer procrastination – Take advantage of reactive activities Guidelines for Problem Solving – Make time for reflective planning – Identify important, solvable problems – Look for connections among problems – Experiment with innovative solutions – Take decisive action to deal with crises

Bina Nusantara 13 Closing Summary – The descriptive research – Describing the content of managerial work – Behavior related to aspects of the managerial situation – Comparative research on managers in different situation

Bina Nusantara 14 Review and Discussion Questions Cases – Acme Manufacturing Company Supplementary Reading – Zaleznik, A Managers and Leaders: Are they different?. Harvard Business Review. – The Manager’s Dilemma: Role Conflict in Marketing by J. Scott Armstrong (file: The Manager’s Dilemma.pdf) Companion Website : Exercises and Reading