1. The Nature of Managerial Work
Chapter 2
The Nature of Managerial Work
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2. Copyright© 2013 Pearson Education Leadership In Organizations
Learning Objectives
After studying this chapter, you should be able to:
Understand the different roles and activities commonly required for managers.
Understand how managerial roles and activities are affected by aspects of the situation.
Understand how managers cope with demands, constraints, and choices confronting them.
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3. Learning Objectives (Cont.)
Understand the importance of external activities and networking for managers.
Understand how managers solve problems and make decisions.
Understand how managers can make effective use of their time.
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4. Copyright© 2013 Pearson Education Leadership In Organizations
Learning Objective 1
Understand the different roles and activities commonly required for managers
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5. Activity Patterns for Managers
Hectic work pace
Varied and fragmented work content
Many reactive activities
Peer and outsider interaction
Disorderly and political decision processes
Informal and adaptive planning
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Managerial Roles
Leader
Liaison
Figurehead
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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7. Copyright© 2013 Pearson Education Leadership In Organizations
Learning Objective 2
Understand how managerial roles and activities are affected by aspects of the situation
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Role Conflict
Role-sender pressure
Role expectations
Conflicting role demands
Role requirement perceptions
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Learning Objective 3
Understand how managers deal with demands, constraints, and choices confronting them
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10. Stewart’s Descriptive Model
Core Components
Demands
Constraints
Choices
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11. Situational Determinants in Stewart’s Model
Pattern of relationship
Work patterns
Exposure
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12. Other Situational Determinants of Manager Behavior Variability
Management level
Organizational unit size
External dependencies
Crisis situations
Stage in organizational life-cycle
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13. The Importance of Networks
Need for information
Dependence on multi-person cooperation
Problem solving assistance
Innovative change assistance
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Creating Networks
Talking with people at events
Community service activities
Joining social and professional groups
Attending professional programs
A perpetual activity
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15. Understand how managers solve problems and make decisions
Learning Objective 5
Understand how managers solve problems and make decisions
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16. How Managers Make Decisions
Contrary to images of an orderly rational process, decision-making is often characterized by:
Disorderly processes
Incomplete or slanted information
Incomplete analyses
Reliance on past solutions
Difficulty reaching agreement
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17. Problem Solving Guidelines
Identify important, solvable problems
Look for connections among problems
Experiment with innovative solutions
Take decisive action to deal with crises
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18. Understand how managers can make effective use of their time
Learning Objective 6
Understand how managers can make effective use of their time
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19. Guidelines for Managing Time
Understand demand and constraint causes
Expand range of choices
Determine what is to be accomplished
Analyze your time use
Plan daily and weekly activities
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20. Guidelines for Managing Time
Avoid unnecessary activities
Conquer procrastination
Take advantage of reactive activities
Make time for reflective planning
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