© 2006 Prentice Hall Leadership in Organizations 2-1 Chapter 2 The Nature of Managerial Work

© 2006 Prentice Hall Leadership in Organizations 2-2 Learning Objectives Understand what methods have been used to study managerial work Understand the typical activity patterns for people in managerial positions Understand the different roles required for mangers and how they are changing

© 2006 Prentice Hall Leadership in Organizations 2-3 Learning Objectives Understand how managerial roles and activities are affected by aspects of the situation Understand how managers cope with the demands, constraints, and choices confronting them Understand the limitations of descriptive research on managerial activities Understand how managers can make effective use of their time

© 2006 Prentice Hall Leadership in Organizations 2-4 Typical Activity Patterns in Managerial Work Pace of work is hectic and unrelenting Content of work is varied and fragmented Many activities are reactive Interactions often involve peers and outsiders

© 2006 Prentice Hall Leadership in Organizations 2-5 Many interactions involve oral communication Decision processes are disorderly and political Most planning is informal and adaptive Typical Activity Patterns in Managerial Work (Cont.)

© 2006 Prentice Hall Leadership in Organizations 2-6 The Content of Managerial Work Job description research Supervising Planning and organizing Decision making Monitoring indicators Controlling Representing Coordinating Consulting Administering

© 2006 Prentice Hall Leadership in Organizations 2-7 Mintzberg’s Managerial Roles Interpersonal Roles Leader Liaison Figurehead Information Processing Roles Monitor Disseminator Spokesperson Decision-Making Roles Entrepreneur Disturbance Handler Resource Allocator

© 2006 Prentice Hall Leadership in Organizations 2-8 Role Conflicts Role senders Role expectations Conflicting demands Perceptions of role requirements

© 2006 Prentice Hall Leadership in Organizations 2-9 Unique Role Requirements Stewart (1967, 1976, 1982) Demands – required duties, activities, and responsibilities Constraints – limiting characteristics of the organization and external environment Choices – activities that a manger may do but is not required to do

© 2006 Prentice Hall Leadership in Organizations 2-10 Unique Role Requirements Situational Determinants Pattern of relationships Work patterns Exposure

© 2006 Prentice Hall Leadership in Organizations 2-11 Research on Situational Determinants Level of management Size of organizational unit Lateral interdependence Crisis situation Stage in the organizational life cycle

© 2006 Prentice Hall Leadership in Organizations 2-12 Changes in the Nature of Managerial Work Globalization New computer and telecommunications technology Structure of organizations Outsourcing and just-in-time inventories

© 2006 Prentice Hall Leadership in Organizations 2-13 Managerial Activities

© 2006 Prentice Hall Leadership in Organizations 2-14 Applications 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 to use your time Plan daily and weekly activities

© 2006 Prentice Hall Leadership in Organizations 2-15 Avoid unnecessary activities Conquer procrastination Take advantage of reactive activities Make time for reflective planning Applications for Managers Guidelines for Managing Time (Cont.)

© 2006 Prentice Hall Leadership in Organizations 2-16 Applications for Managers Guidelines for Problem Solving Identify important problems that can be solved Look for connections among problems Experiment with innovative solutions Take decisive action to deal with crises