1 / 16

Chapter 2

Chapter 2. Leaders as Managers. One major purpose of this research has been to identify patterns of activity that are common to all types of managers. Yukl , 2013. Managers are leaders. What do these managers do?. Managers receive multiple and continuous requests for information.

orla-bradford
Download Presentation

Chapter 2

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 2 Leaders as Managers

  2. One major purpose of this research has been to identify patterns of activity that are common to all types of managers. Yukl, 2013 Managers are leaders. What do these managers do?

  3. Managers receive multiple and continuous requests for information. • Take work home • Seldom a break in the day’s workload • Although managers do plan, much of their work is dealing with issues now, making quick decisions

  4. Managers do many things that cover a wide assortment of activities • Brief activities, half of which were less that 9 minutes • Interruptions occur frequently • Activities range from trivial to important • Mood shifts happen

  5. Managers must learn to react • Most of the time a manager does not have time to reflect • Long periods of consistent themed work not normal • Much of the activities are “fire fighting” activities • Emergencies first, then those activities where manager has been successful in the past

  6. Managers spend time with outsiders and peers • Much of the interpersonal interaction is not between the manager’s subordinates or boss. Rather it is between other manager’s or the workers further down the organizational chart. Also clients, suppliers, subcontractors and government

  7. Managers make quick decisions bypassing the typical organizational processes • Settle short-term issues • Use ready-made or low-risk solutions • Usually doesn’t affect many people in the organization • Must be knowledgeable of organizational protocols

  8. Managers planning is informal • Achieving objectives and conducting important activities main focus of planning • Strategic decisions made outside the formal planning process • Short term planned well, long term not so much

  9. Mintzberg’s Taxonomy of Roles For Managers

  10. Three categories of Managerial Behaviors • Interpersonal Behaviors • Information-Processing Behaviors • Decision-Making Behaviors

  11. Interpersonal Behaviors • Liason • Figurehead • Leader

  12. Information-Processing • Disseminator • Monitor • Spokesperson

  13. Decision-Making • Entrepreneur • Disturbance handler • Resource allocator • Negotiator

  14. Core Components for Managers

  15. Demands, Constraints, and Choices • Demands and Constraints define and influence the behavior of a manager • Choices are those activities a manager can do but are not required

  16. Situational Determinants • Patterns of relationships • Work patterns • Exposure

More Related