Matakuliah : G0934 / Leadership and Organisation
Tahun
: 2007
The Nature Of Managerial Work
Pertemuan 4
Learning Outcomes
After 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.
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• Understand how managers can make effective use of their time.
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Outline Materi
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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
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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
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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
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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 and
Getting and giving
Maintaining
information
relationships
Making
decisions
Influencing people
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8. Applications for Manager
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Application for managers
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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
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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
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