2. Chapter 2 The Nature of Managerial Work
Matakuliah : A Kepemimpinan
Tahun : 2008 / 2009
Chapter 2 The Nature of Managerial Work

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4. Learning Objectives
Understand what methods have been used to study managerial work.
Understand the typical activity patterns for managers.
Understand managerial roles.
Understand effects of situations on managerial roles.
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5. Learning Objectives
Understand coping with demands, constraints, and choices.
Understand external activities and networking.
Understand the limitations of descriptive research.
Understand how managers can use time effectively.
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6. Methods of Study Observation Diaries Interviews Questionnaires
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7. Level of Manager Top Manager Middle Manager Lower Manager
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8. Activity Patterns of Managers
Hectic, Unrelenting Pace of Work
Varied, Fragmented Work Content
Many Reactive Activities
Peer and Outsider Interactions
Oral Communication
Disorderly and Political Decisions
Informal, Adaptive Planning
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9. Mintzberg’s Managerial Roles
Information Processing (Liaison, Monitor, Spokesperson)
Decision Making Roles (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator)
Interpersonal Roles (Liaison, Figurehead, Leader)
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10. Specific Role Requirements
Demands
Constraints
Choices
Pattern of Relationships
Work Pattern
Exposure
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11. Situational Determinants
Management Level
Organizational Unit Size
Lateral Independence
Crisis Situations
Organizational Life Cycle Stage
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12. Changes in the Nature of Managerial Work
Globalization
Cultural diversity
Technology
Flatter, decentralized organizations
Just-in-time inventory systems
Virtual organizations
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13. General Types of Managerial Activities
Building and maintaining relationships
Getting and giving information
Influencing people
Decision making
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14. General Types Managerial / Activities (Cont…)
Decision Making
Getting and giving information
Influencing People
Building and maintaining relationship
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15. 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.
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16. Guidelines for Managing Time
Avoid unnecessary activities.
Conquer procrastination.
Take advantage of reactive activities.
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.
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17. Manager vs Leader Leadership Management Influence People
Recruited by member
Personal power
Changing
Have responsible to the member
Management
Using other people
Recruited by the leader
Position power
Routinity/system
Have responsible to the leader
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18. Summary
Managerial work is hectic, varied, fragmented, reactive, disorderly, and political.
Research has looked at managerial roles, the importance of different activities, and situational influences.
Managers must deal with societal trends, such as globalization.
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19. Summary
Descriptive research suggests that managerial work includes building and maintaining relationships, getting and giving information, influencing people, and decision making.
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