Professional Documents
Culture Documents
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(?The Aca(eny of Managemenr EXfCUTIVE, 1988. Vol It, No 2. pp. 127-132
127
May, 1988
Ixhibit 1
Exchanging Information
CCommunication
Paperwork
Planning
Controlling
Interactingwith Outsiders
Networking
Socializing/Politicking
Motivating/Reinforcing
Disciplining/Punishing
Staffing
Training/Developing
128
Successful vs. Effective Real Managers
1. Communication. This activityconsists of exchang- After the nature of managerial activity was deter-
ing routine information and processing paperwork. Its mined through the free observation of the 44 managers, the
observed behaviors include answering procedural ques- next phase of the study was to document the relative fre-
tions, receiving and disseminating requested information, quency of these activities. Data on another set of 248 real
conveying the results of meetings, giving or receiving rou- managers (not the 44 used in the initialportion of this study)
tine information over the phone, processing mail, reading were gathered. Trained participation observers filled out a
reports, writing reports/memos/letters, routine financial checklist based on the managerialactivitiesat a random time
reporting and bookkeeping, and general desk work. once every hour over a two-week period. We found that the
2. TraditionalManagement. This activity consists of real managers spend not quite a third of their time and effort
planning, decision making, and controlling. Its observed in communication activities,about a third in traditionalman-
behaviors include setting goals and objectives, defining tasks agement activities, a fifth in human resource management
needed to accomplish goals, scheduling employees, assign- activities, and about a fifth in networking activities. This
ing tasks, providing routine instructions,defining problems, relative frequency analysis based on observational data of a
handling day-to-day operational crises, deciding what to do, large sample provides a more definitive answer to the ques-
developing new procedures, inspecting work, walking tion of what real managers do than the normative classical
around inspecting the work, monitoring performance data, functions and the limited sample of elite managers used by
and doing preventive maintenance. Mintzberg and Kotter.
3. Human Resource Management. This activitycon-
tains the most behavioral categories: motivating/reinforc-
ing, disciplining/punishing, managing conflict, staffing, and How the Difference Between Successful and
training/developing. The disciplining/punishing category
was subsequently dropped from the analysis because it was EffectiveReal Managers Was Determined
not generally permitted to be observed. The observed Discovering the true nature of managerial work by
behaviors for this activity include allocating formal rewards, exploding some of the myths of the past and extending the
asking for input, conveying appreciation, giving credit work of Mintzberg and Kotter undoubtedly contributes to
where due, listening to suggestions, giving positive feed- our knowledge of management. However, of more critical
back, group support, resolving conflict between subordi- importance in trying to understand and find solutions to our
nates, appealing to higher authorities or third parties to current performance problems is singling out successful and
resolve a dispute, developing job descriptions, reviewing effective managers to see what they reallydo in their day-to-
applications,interviewingapplicants,filling in where needed, day activities. The successful-versus-effective phase of our
orienting employees, arrangingfor training, clarifyingroles, real managers study consisted of analyzing the existing data
coaching, mentoring, and walking subordinates through a based on the frequencies of the observed activities of the
task. real managers. We did not start off with any preconceived
4. Networking. This activity consists of socializing/ notions or hypotheses concerning the relationshipsbetween
politicking and interacting with outsiders. The observed successful and effective managers. In fact, making such a
behaviors associated with this activity include non-work- distinction seemed like "splitting hairs" because the two
related "chit chat"; informal joking around; discussing words are so often used interchangeably. Nevertheless, we
rumors, hearsay and the grapevine; complaining, griping, decided to define success operationally in terms of the speed
and putting others down; politicking and gamesmanship; of promotion within an organization. We determined a suc-
dealing with customers, suppliers, and vendors; attending cess index on a sample of the real managers in our study. It
external meetings; and doing/attending community service was calculated by dividing a manager's level in his or her
events. organization by his or her tenure (length of service) there.6
These four activities are what real managers do. They Thus, a manager at the fourth level of management, who has
include some of the classic notions of Fayol (the traditional been with his or her organization for five years, would be
management activities) as well as the more recent views of rated more successful than a manager at the third level who
Mintzberg (the communication activities) and Kotter (the has been there for 25 years. Obviously, there are some
networking activities). As a whole, however, especially with potential problems with such a measure of success, but for
the inclusion of human resource management activities,this our large sample of managers this was an objective measure
view of real managers'activitiesis more comprehensive than that could be obtained.
previous sets of managerial work. The definition and measurement of effectiveness is
even more elusive. The vast literature on managerial effec-
tiveness offered little agreement on criteriaor measures. To
overcome as many of the obstacles and disagreements as
possible, we used a combined effectiveness index for a
sample of the real managers in our study that represented
the two major - and generally agreed upon - criteria of
both management theory/research and practice: (1) getting
the job done through high quantity and quality standardsof
performance, and (2) getting the job done through people,
which requires their satisfaction and com mitment.7
129
May, 1988
130
Successful vs. Effective Real Managers
131
May, 1988
132