Matakuliah : G0934 / Leadership and Organisation
Tahun
: 2007
The Nature Of Managerial Work
Pertemuan 3
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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The Nature of Managerial Work
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1. Typical Activity Pattern in Managerial Work
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Video
Leadership vs Management
Watch video
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Typical activity patterns in managerial work
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Pace of work is Hectic and unrelenting
Content of work is varied and fragmented
Many activities are reactive
Interactions often involve peers and outsiders
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Lateral
superiors
Peers
Lateral
juniors
A manager’s Network of Contacts
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Higher
executives
Officials in
Government
agencies
Boss
Clients
Manager
Suppliers
Direct
subordinates
Colleagues
In the same
profession
Indirect
subordinates
Important
People in the
community
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• Networks are developed in a variety of ways, such as;
– Talking with people before, during, and after meetings, ceremonies,
and social events in the organisation
– Serving on special committees, interest groups, and task forces
– Joining civic groups, advisory boards, and social clubs
– Attending workshops, trade shows, and meetings of professional
associations.
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• Many interactions involve oral communication
• Decision processes are disorderly and political
• Most planning is informal and adaptive
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The content of managerial work
• Job description research
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Supervising
Planning and organizing
Decision making
Monitoring indicators
Controlling
Representing
Coordinating
Consulting
Administering
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• Mintzberg’s managerial roles
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• Four roles involving decision-making behavior
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Figurehead Role
Leader Role
Liaison Role
Monitor Role
Disseminator Role
Spokesperson Role
Entrepreneur Role
Disturbance Handler Role
Resource Allocator Role
Negotiator Role
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• Role Conflicts
– The discussion of characteristics managerial roles emphasizes the types of
activities commonly expected of managers, regardless of the type of the
position.
– Role senders
– Role expectations
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