1. © 2002 Prentice Hall, Inc. Module 2: Nature of Managerial Work Learning Objectives _ Understand the typical activity patterns for managers. _ Understand managerial roles. _ Understand effects of situations on managerial roles.

2. © 2002 Prentice Hall, Inc. Learning Objectives _ Understand coping with demands, constraints, and choices. _ Understand the limitations of descriptive research. _ Understand how managers can use time effectively.

3. © 2002 Prentice Hall, Inc. Methods of Study _ Observation _ Diaries _ Interviews _ Questionnaires

4. © 2002 Prentice Hall, Inc. 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

5. © 2002 Prentice Hall, Inc. General Types of Managerial Activities _ Building and maintaining relationships _ Getting and giving information _ Influencing people _ Decision making

6. © 2002 Prentice Hall, Inc. Mintzberg’s Managerial Roles _ Information Processing (disseminator, Monitor, Spokesperson) _ Decision Making Roles (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator) _ Interpersonal Roles (Liaison, Figurehead, Leader)

7. © 2002 Prentice Hall, Inc. Specific Role Requirements _ Demands _ Constraints _ Choices

8. © 2002 Prentice Hall, Inc. Situational Determinants _ Management Level _ Organizational Unit Size _ Lateral Independence _ Crisis Situations _ Organizational Life Cycle Stage

9. © 2002 Prentice Hall, Inc. Changes in the Nature of Managerial Work _ Globalization _ Cultural diversity _ Technology _ Flatter, decentralized organizations _ Just-in-time inventory systems _ Virtual organizations

10. © 2002 Prentice Hall, Inc. Limitations to Descriptive Research _ Description of managerial tasks performed does not tell us about their importance to effectiveness _ Behaviors rated as most important are not necessarily those most related to effectiveness _ Must compare behavioral patterns of effective and ineffective managers

11. © 2002 Prentice Hall, Inc. 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.

12. © 2002 Prentice Hall, Inc. 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.