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Chapter 2 Leaders as ManagersLeaders as Managers.

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1 Chapter 2 Leaders as ManagersLeaders as Managers

2 “ ” One major purpose of this research has been to identify patterns of activity that are common to all types of managers. Yukl, 2013Yukl, 2013 Managers are leaders. What do these managers do?

3 Managers receive multiple and continuous requests for information. Take work home Seldom a break in the day’s workload Although managers do plan, much of their work is dealing with issues now, making quick decisions

4 Managers do many things that cover a wide assortment of activities Brief activities, half of which were less that 9 minutes Interruptions occur frequently Activities range from trivial to important Mood shifts happen

5 Managers must learn to react Most of the time a manager does not have time to reflect Long periods of consistent themed work not normal Much of the activities are “fire fighting” activities Emergencies first, then those activities where manager has been successful in the past

6 Managers spend time with outsiders and peers Much of the interpersonal interaction is not between the manager’s subordinates or boss. Rather it is between other manager’s or the workers further down the organizational chart. Also clients, suppliers, subcontractors and government

7 Managers make quick decisions bypassing the typical organizational processes Settle short-term issues Use ready-made or low-risk solutions Usually doesn’t affect many people in the organization Must be knowledgeable of organizational protocols

8 Managers planning is informal Achieving objectives and conducting important activities main focus of planning Strategic decisions made outside the formal planning process Short term planned well, long term not so much

9 Mintzberg’s Taxonomy of Roles For ManagersFor Managers

10 Three categories of Managerial Behaviors Interpersonal Behaviors Information-Processing Behaviors Decision-Making Behaviors

11 Interpersonal Behaviors Liason Figurehead Leader

12 Information-Processing Disseminator Monitor Spokesperson

13 Decision-Making Entrepreneur Disturbance handler Resource allocator Negotiator

14 Core Components for Managers

15 Demands, Constraints, and Choices Demands and Constraints define and influence the behavior of a manager Choices are those activities a manager can do but are not required

16 Situational Determinants Patterns of relationships Work patterns Exposure

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