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
2-2 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
2-3 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
2-8 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
2-10 Research on Situational Determinants Level of management Size of organizational unit Lateral interdependence Crisis situation Stage in the organizational life cycle
2-11 Changes in the Nature of Managerial Work Globalization New computer and telecommunications technology Structure of organizations Outsourcing and just-in-time inventories
2-13 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
2-14 Applications for Managers Guidelines for Managing Time (Cont.) Avoid unnecessary activities Conquer procrastination Take advantage of reactive activities Make time for reflective planning
2-15 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