Yukl chapter 02

CHAPTER 2The Nature of Managerial

Work

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-1

Learning ObjectivesAfter studying this chapter, you should

be able to: Understand the different roles and activities

commonly required for managers. Understand how managerial roles and

activities are affected by aspects of the situation.

Understand how managers cope with demands, constraints, and choices confronting them.


Learning Objectives (Cont.)

Understand the importance of external activities and networking for managers.

Understand how managers solve problems and make decisions.

Understand how managers can make effective use of their time.


LEARNING OBJECTIVE 1


Understand the different roles and activities commonly required for managers

Activity Patterns for Managers

Hectic work pace Varied and fragmented work content Many reactive activities Peer and outsider interaction Disorderly and political decision

processes Informal and adaptive planning


Managerial Roles Leader

Liaison

Figurehead

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

NegotiatorCopyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In

Organizations 2-6



Understand how managerial roles and activities are

affected by aspects of the situation

Role Conflict Role-sender pressure Role expectations

Conflicting role demands

Role requirement perceptions




Understand how managers deal with demands,

constraints, and choices confronting them

Stewart’s Descriptive Model

Core Components

Demands

Constraints

Choices


Situational Determinants in Stewart’s Model

Pattern of relationship

Work patterns

Exposure


Other Situational Determinants of Manager Behavior Variability Management level

Organizational unit size

External dependencies

Crisis situations

Stage in organizational life-cycleCopyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In

Organizations 2-12

The Importance of Networks

Need for information

Dependence on multi-person cooperation

Problem solving assistance

Innovative change assistance


Creating Networks Talking with people at events

Community service activities

Joining social and professional groups

Attending professional programs

A perpetual activityCopyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In

Organizations 2-14



Understand how managers solve problems and make

decisions

How Managers Make Decisions

Contrary to images of an orderly rational process, decision-making is often characterized by:

Disorderly processes Incomplete or slanted information Incomplete analyses Reliance on past solutions Difficulty reaching agreement


Problem Solving Guidelines

Identify important, solvable problems

Look for connections among problems

Experiment with innovative solutions

Take decisive action to deal with crises




Understand how managers can make effective use of

their time

Guidelines for Managing Time Understand demand and constraint

causes

Expand range of choices

Determine what is to be accomplished

Analyze your time use

Plan daily and weekly activitiesCopyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-19

Guidelines for Managing Time

Avoid unnecessary activities

Conquer procrastination

Take advantage of reactive activities

Make time for reflective planning


Yukl chapter 02

Education

Transcript of Yukl chapter 02