Leadership Chapter - The Nature of Managerial Work

Chapter 2
The Nature of
Managerial Work
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

2-1
Leadership In Organizations
Learning Objectives
After studying this chapter, you should be able

to:
• Roles and activities commonly required for
managers.
• How managerial roles and activities are
affected by aspects of the situation.
• How managers cope with demands,
constraints, and choices confronting them.
• Importance of external activities and
networking for managers.
• How managers solve problems and make
decisions.
2-2
Module Code and Module Title Title of Slides
Learning Objective 1
Understand the different roles

and activities commonly required
for managers

2-3
Common Activities
• Planning
• Organizing
• Directing
• Controlling

Planning
Manager Leader
• Planning • Devises strategy
• Budgeting • Sets direction
• Sets targets • Creates vision
• Establishes
detailed steps
• Allocates
resources
Organizing
Manager Leader
• Creates structure • Gets people on
• Job descriptions board for strategy
• Staffing • Communication
• Hierarchy • Networks
• Delegates
• Training

Directing Work
Manager Leader
• Solves problems • Empowers
people
• Negotiates
• Cheerleader
• Brings to
consensus

Controlling
Manager Leader
• Implements • Motivate
control systems
• Inspire
• Performance
measures • Gives sense of
accomplishment
• Identifies
variances
• Fixes variances
Managers vs. Leaders
Managers Leaders
• Focus on things • Focus on people
• Do things right • Do the right things
• Plan • Inspire
• Organize • Influence
• Direct • Motivate
• Control • Build
• Follows the rules • Shape entities
Controversies about Differences
Between Leadership and Management
• Leaders and managers as qualitatively

different and mutually exclusive types of
people
• Leading and managing as different roles
or processes
• Leading as an influence relationship and
managing as an authority relationship
• Integrative approach
Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership in Organizations

1-10
Activity Patterns for Managers
• Hectic work pace - works long hours
• Varied and fragmented work content
• Many reactive activities - much of a manager’s
behavior is reactive rather than proactive in nature.
• Peer and outsider interaction - managers spend
considerable time with people outside the organization, such
as customers, clients, suppliers, subcontractors
• Disorderly and political decision processes-
Decision processes are often characterized more by
confusion, disorder, and emotionality than by rationality
• Informal and adaptive planning
2-11
Management Roles
• Role
– A set of expectations of how one will
behave in a given situation.
• Management Role Categories
(Mintzberg)
– Interpersonal
• Figurehead, leader, and liaison
– Informational
• Monitor, disseminator, and
spokesperson
– Decisional
• Entrepreneur, disturbance
handler, resource allocator, and
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Module Code and Module Title

negotiator Title of Slides 1–12
Ten Roles Managers Play
Managers play various roles as necessary while performing their

management functions so as to achieve organizational objectives.

Exhibit
Module Code and Module Title Title of Slides 1–13
Decisional Roles
Roles associated with methods managers use in
planning strategy and utilizing resources.
– Entrepreneur—deciding which new projects or programs
to initiate and to invest resources in.
– Disturbance handler—managing an unexpected event
or crisis.
– Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
– Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.
Module Code and Module Title Title of Slides 1-14

Interpersonal Roles
Roles that managers assume to
provide direction and supervision
to both employees and the
organization as a whole.
– Figurehead—symbolizing the
organization’s mission and what it is
seeking to achieve.
– Leader—training, counseling, and Figurehead
mentoring high employee
performance.
– Liaison—linking and coordinating
the activities of people and groups
both inside and outside the
organization.
Informational Roles
Roles associated with the tasks
needed to obtain and transmit
information in the process of
managing the organization.
– Monitor—analyzing information
from both the internal and external
environment.
– Disseminator—transmitting
information to influence the
attitudes and behavior of
employees.
– Spokesperson—using information
to positively influence the way
people in and out of the
organization respond to it.
Mintzberg - Taxonomy of Managerial Roles
Expected Rolles of a Manager
1. Leader – responsible for making their organizational sub-unit function

as an integrated whole in the pursuit of its basic purpose;
2. Liaison – Intended to establish and maintain a web of relationships

with individuals and groups outside of a manager’s organizational unit
3. Figurehead – Leaders are expected to perform symbolic duties of a

legal and social nature
4. Monitor – Managers continually seek information from a variety of

sources to keep up to date on the changing nature of the business – and
to perform SWOT analyses from time to time;
5. Disseminator – Leaders have special access to information not

available to subordinates
17
Henry Mintzberg - Taxonomy of Managerial Roles
6. Spokesperson – Leaders are expected to transmit information
and express value statements to people outside of their orgn.
7. Entrepreneur – The leader acts as an initiator or designer of
controlled change to exploit opportunities for improving the
existing situation
8. Disturbance Handler – The leader deals with crises that cannot be
ignored
9. Resource Allocator – Leaders exercise their authority to allocate
resources such as money, personnel, material, equipment,
facilities, and services
10. Negotiator – Leaders have the authority to impact negotiations
requiring a substantial commitment of resources

18
Understand how managerial roles

and activities are affected by
aspects of the situation

2-19
The Systems Relationship among the Management Functions
Planning
Management
Functions
Controlling Organizing
Management
Skills
Leading

Exhibit
Module Code and Module Title Title of Slides 1–20
What is Role Conflict
Role conflict is the incompatible

expectations with in and/or between role(s).
There are inter role conflicts and intra-role

conflicts.

Role Conflict
At times, different people make incompatible demands on the
manager, creating “role conflicts” (Kahn, Wolfe, Quinn, & Snoek, 1964; Pfeffer &
Salancik, 1975)
• Role-sender pressure
conflicting demands from superiors and subordinates.
• Role expectations
types of activities commonly expected of managers,
• Conflicting role demands
disagreement about the relative priority of two different roles,
or about the manner in which a particular role should be
carried out
• Role requirement perceptions
2-22
Types of Role Conflict
a) Person role conflict: Expected behaviour is
incompatible with a person's own basic values and
attitudes.
b) Inter role conflict: result of facing multiple roles
and they conflict each other.
c) Intra-sender role conflict: An individual who is
expected to perform task within specified limits but it is
not possible to behave in a manner consistent
with role assignment.
d) Intersender conflict: When pressures from one role
sender oppose pressures from one or more other
senders it leads to inter sender role conflict.
Understand how managers deal

with demands, constraints, and
choices confronting them

2-24
Role Conflict & Core Components
Demands and constraints and choices define the job of a manager
and strongly influence the behavior of the manager
Demands – the required duties, activities and responsibilities
Constraints – Characteristics of the organization and the external

environment, e.g. rules, policies, regulations, laws, availability of
resources, physical locations, etc.
Choices – e.g. The main choices are usually in:

– what work is done
– how the work is done
– when the work is done.
Required vs. optional
Establishing priorities
Proper delegation of responsibilities
Demands and constraints are situational influences on the leader
and affect the scope of the leader’s choice of actions
2-25
Stewart’s Descriptive Model
Stewart (1967, 1976, 1982) formulated a model for describing
different types of managerial jobs and understanding how
managers do them.
Core Components
• Demands: Demands are what anyone in the job must do. They can
be ‘performance demands’ requiring the achievement of a certain minimum
standard of performance
• Constraints: Constraints are the factors, within the organisation and

outside it, that limit what the job-holder can do. Examples include: Resource
limitations, Technology, Environment, Legal regulations.
• Choices: choices both in what is done and how it is done,

2-26
Situational Determinants in Stewart’s Model
• Pattern of relationship
The demands made on a manager by superiors, subordinates, peers,
and persons outside the organization influence how the manager’s time
is spent and how much skill is needed to fulfill role requirements.
• Work patterns
Stewart found that the pattern of role requirements and demands
affected managerial behavior, and somewhat different patterns of
behavior were associated with different types of managerial jobs
• Exposure
amount of responsibility for making decisions with potentially
serious consequences, and the amount of time before a mistake
or poor decision can be discovered.
2-27
Other Situational Determinants of
Manager Behavior Variability
• Management level
Job responsibilities and the skills necessary to carry them out vary somewhat
for managers at different authority levels in the organization
• Organizational unit size
larger units are likely to have a more bureaucratic structure,
managers must cope with more constraints
• External dependencies
The extent to which a leader’s subunit is dependent on other subunits in the
same organization (“lateral interdependence”) or on external groups will affect
leader behavior to a considerable extent
• Crisis situations
When there is extreme pressure to perform a difficult task or to survive in a hostile
environment, the role expectations for the leader are likely to change in a predictable
manner.
• Stage in organizational life-cycle
birth stage, a growth stage, a maturity stage, and a decline or revitalization stage (Quinn
& Cameron, 1983)
2-28
The Importance of Networks
• Need for information
• Dependence on multi-person cooperation
• Problem solving assistance
• Innovative change assistance

2-29
Creating Networks
• Talking with people at events
• Community service activities
• Joining social and professional groups
• Attending professional programs
• A perpetual activity

2-30
Understand how managers solve

problems and make decisions

2-31
Triple Constraint
Principle
 Something is a problem if:

Time
 It makes you LATE
Problem
 It increases COST
 It degrades PERFORMANCE Cost Performance
Problem Solving: A systematic approach to defining the problem and

creating a vast number of possible solutions without judging these
solutions.
Skill Sets in Problem Solving?
 Making Judgment
 Analytical Skills
 Decision Making
 Collecting Information
 Planning

PROBLEM SOLVING PROCEDURE
 Define
 Information
Measures
 Analyze
 Generate
Alternatives
 Select Alternatives
 Decide & Implement

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
2-35
Problem Solving Guidelines
• Identify important, solvable problems
• Look for connections among problems
• Experiment with innovative solutions
• Take decisive action to deal with crises

2-36
Understand how managers can

make effective use of their time

2-37
Managing Time
• Planning
• Set goals
• Prioritize
• Organize
• Learn when to say “NO”
• Delegation
• Concentrate on the task at hand
• Delegation
• Set deadlines
38
Module Code and Module Title Title of Slides Time Management
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 activities

2-39
Guidelines for Managing Time
• Avoid unnecessary activities
• Conquer procrastination
• Take advantage of reactive activities
• Make time for reflective planning

2-40
Tutorial
1. Discuss the 4 functions of Managers
2. Discuss the roles that mangers play in an

organization

Tutorial
• Difference between Leadership and

Management. Discuss

Management Leadership
Managers are the people who ‘do Leaders are the people who ‘do
things right’ the right things’
Management is about coping with Leadership is about coping with

complexity – creates culture of change – creates culture of
efficiency integrity
Managing is about ‘handling things’, Leadership has a bout it a

about maintaining order, about kinaesthetic feel, a sense of
organization and control. movement
Managers are concerned about how Leaders are concerned with what
things get done things mean to people
Mangers are the builders Leaders are the architects

45
Management is the design of
Module Code and Module Title Leadership focuses
Title of Slides on the
1. Leaders create a vision, managers create goals.
Leaders paint a picture of what they see as possible and inspire
and engage their people in turning that vision into reality. They
think beyond what individuals do. They activate people to be part
of something bigger. They know that high-functioning teams can
accomplish a lot more working together than individuals working
autonomously. Managers focus on setting, measuring and
achieving goals. They control situations to reach or exceed their
objectives.
2. Leaders are change agents, managers maintain the status quo.
Leaders are proud disrupters. Innovation is their mantra. They
embrace change and know that even if things are working, there
could be a better way forward. And they understand and accept
the fact that changes to the system often create waves. Managers
stick with what works, refining systems, structures and processes
to make them better.

3. Leaders take risks, managers control risk .
Leaders are willing to try new things even if they may fail
miserably. They know that failure is often a step on the path to
success. Managers work to minimize risk. They seek to avoid or
control problems rather than embracing them.
4.Leaders are in it for the long haul, managers think short-
term.
Leaders have intentionality. They do what they say they are going
to do and stay motivated toward a big, often very distant goal.
They remain motivated without receiving regular rewards.
Managers work on shorter-term goals, seeking more regular
acknowledgment or accolades.
5.Leaders coach, managers direct.
Leaders know that people who work for them have the answers or
are able to find them. They see their people as competent and are
optimistic about their potential. They resist the temptation to tell
their people what to do and how to do it. Managers assign tasks
6. Leaders build relationships, managers build systems and
processes.
Leaders focus on people – all the stakeholders they need to
influence in order to realize their vision. They know who their
stakeholders are and spend most of their time with them. They
build loyalty and trust by consistently delivering on their promise.
Managers focus on the structures necessary to set and achieve
goals. They focus on the analytical and ensure systems are in
place to attain desired outcomes. They work with individuals and
their goals and objectives.
7.Leaders create fans, managers have employees.

Leaders have people who go beyond following them; their
followers become their raving fans and fervent promoters –
helping them build their brand and achieve their goals. Their fans
help them increase their visibility and credibility. Managers have
staff who follow directions and seek to please the boss.

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Chapter 2

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

After studying this chapter, you should be able

Understand the different roles

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

Module Code and Module Title Title of Slides

Module Code and Module Title Title of Slides

Module Code and Module Title Title of Slides

• Leaders and managers as qualitatively

Module Code and Module Title Title of Slides

Module Code and Module Title

Managers play various roles as necessary while performing their

Copyright © 2006 Thomson Business and Economics. All rights reserved.

Module Code and Module Title Title of Slides 1-14

1. Leader – responsible for making their organizational sub-unit function

2. Liaison – Intended to establish and maintain a web of relationships

3. Figurehead – Leaders are expected to perform symbolic duties of a

4. Monitor – Managers continually seek information from a variety of

5. Disseminator – Leaders have special access to information not

Module Code and Module Title Title of Slides

Understand how managerial roles

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2006 Thomson Business and Economics. All rights reserved.

Role conflict is the incompatible

There are inter role conflicts and intra-role

Module Code and Module Title Title of Slides

Understand how managers deal

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

Constraints – Characteristics of the organization and the external

Choices – e.g. The main choices are usually in:

• Constraints: Constraints are the factors, within the organisation and

• Choices: choices both in what is done and how it is done,

• Need for information

• Dependence on multi-person cooperation

• Problem solving assistance

• Innovative change assistance

• Talking with people at events

• Community service activities

• Joining social and professional groups

• Attending professional programs

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

Understand how managers solve

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

 Something is a problem if:

 It makes you LATE

 It degrades PERFORMANCE Cost Performance

Problem Solving: A systematic approach to defining the problem and

Module Code and Module Title Title of Slides

 Decide & Implement

Module Code and Module Title Title of Slides

Contrary to images of an orderly rational

• Identify important, solvable problems

• Look for connections among problems

• Experiment with innovative solutions

• Take decisive action to deal with crises

Understand how managers can

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall

• Understand demand and constraint causes

• Expand range of choices

• Determine what is to be accomplished

• Analyze your time use

• Plan daily and weekly activities

Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall