Matakuliah : A0092 - Kepemimpinan
Tahun
: 2008 / 2009
Chapter 2
The Nature of Managerial Work
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Learning Objectives
• Understand what methods have been used to study
managerial work.
• Understand the typical activity patterns for managers.
• Understand managerial roles.
• Understand effects of situations on managerial roles.
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Learning Objectives
• Understand coping with demands, constraints, and
choices.
• Understand external activities and networking.
• Understand the limitations of descriptive research.
• Understand how managers can use time effectively.
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Methods of Study
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Observation
Diaries
Interviews
Questionnaires
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Level of Manager
Top
Manager
Middle
Manager
Lower
Manager
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Activity Patterns of Managers
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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
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Mintzberg’s Managerial Roles
• Information Processing (Liaison, Monitor, Spokesperson)
• Decision Making Roles (Entrepreneur, Disturbance
Handler, Resource Allocator, Negotiator)
• Interpersonal Roles (Liaison, Figurehead, Leader)
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Specific Role Requirements
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Demands
Constraints
Choices
Pattern of Relationships
Work Pattern
Exposure
Situational Determinants
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Management Level
Organizational Unit Size
Lateral Independence
Crisis Situations
Organizational Life Cycle Stage
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Changes in the Nature of Managerial Work
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Globalization
Cultural diversity
Technology
Flatter, decentralized organizations
Just-in-time inventory systems
Virtual organizations
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General Types of Managerial Activities
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Building and maintaining relationships
Getting and giving information
Influencing people
Decision making
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General Types Managerial / Activities
(Cont…)
Decision
Making
Getting and
giving
information
Influencing
People
Building and maintaining
relationship
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Guidelines for Managing Time
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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.
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Guidelines for Managing Time
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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.
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Manager vs Leader
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Management
Using other people
Recruited by the leader
Position power
Routinity/system
Have responsible to the
leader
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Leadership
Influence People
Recruited by member
Personal power
Changing
Have responsible to the
member
Summary
• Managerial work is hectic, varied, fragmented, reactive,
disorderly, and political.
• Research has looked at managerial roles, the
importance of different activities, and situational
influences.
• Managers must deal with societal trends, such as
globalization.
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Summary
• Descriptive research suggests that managerial work
includes building and maintaining relationships, getting
and giving information, influencing people, and decision
making.
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