The Nature Of Managerial Work Pertemuan 4

Matakuliah : G0934 / Leadership and OrganisationTahun : 2007

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Learning OutcomesAfter studying this chapter students should be able to:• Understand what methods have been used to study managerial work • Understand the typical activity patterns for people in managerial positions.• Understand the importance of external activities and networking for managers.• Understand the different roles required for managers and how they are

changing.• Understand how managerial roles and activities are affected by aspects of the

situation.• Understand how managers try to cope with the demands, constraints, and

choices confronting them.• Understand the limitation of descriptive research on managerial activities.• Understand how managers can make effective use of their time.

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Outline Materi

• Typical Activity Patterns in Managerial Work• The Content of Managerial Work• A Theory of Demands, Constraints, and Choices• Research on Situational Determinants• Changes in The Nature of Managerial Work• How Much Discretion Do Managers Have?• Limitations of the Descriptive Research• Applications for Managers

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The Nature of Managerial Work

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A theory of Demands, Constraints, and Choices

• Core components of the Model– Demands– Constraints– Choices– Situational determinants – Pattern of relationships– Work pattern– Exposure

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Research on Situational Determinants

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Research situational determinants

• Level of management• Size of organizational unit• Lateral interdependence• Crisis situations• Stage in the organization life cycle

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Changes in the nature of managerial work

• Globalization trend and managerial work• New technology• Changes in the nature of organization present yet

another challenge– Decentralization– Organization restructuring around product teams– Team-based organization– Increasing reliance on outsourcings

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• How much discretion do managers have?– Role expectations for a leader are seldom absolute of comprehensive,

and a leader usually has considerable discretion to shape his or her own role over time.

– Flexibility is greater for role expectations that do not involve central values of symbolic importance to organization members (Biggart & Hailton, 1984)

• Limitations of the descriptive research– Most of the research on communication patterns of managers is dated

needs to be redone• New technology• New forms of organization

– Activity or behavior patterns that are necessary effective

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• Most managerial activity can be described in terms of four general processes

Developing andMaintaining

relationships

Developing andMaintaining

relationships

Makingdecisions

Makingdecisions

Getting and giving information

Getting and giving information

Influencing peopleInfluencing people

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8. Applications for Manager

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Application 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 you use your time– Plan daily and weekly activities– Avoid unnecessary activities– Conquer procrastination– Take advantage of reactive activities

• Guidelines for Problem Solving– 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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Closing• Summary

– The descriptive research– Describing the content of managerial work– Behavior related to aspects of the managerial

situation– Comparative research on managers in different

situation

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• Review and Discussion Questions• Cases

– Acme Manufacturing Company

• Supplementary Reading– Zaleznik, A. 1977. Managers and Leaders: Are they different?.

Harvard Business Review.– The Manager’s Dilemma: Role Conflict in Marketing by J. Scott

Armstrong (file: The Manager’s Dilemma.pdf)

• Companion Website : Exercises and Reading