Chapter 2 Leadership Managemnet by Arbnor&Bjerke
Chapter 2
Managerial Roles and Decisions
research involves analysis of data from a variety of sources, including observation of managers, diaries in which managers describe their own activities, interviews with managers who explain
Most descriptive research on managerial activities was not related to effective leadership, but the insights about the subject (e.g. time management, cope with demands, role conflicts)
Activity Patterns for Managers
• Pace of Work Is Hectic and Unrelenting day seldom includes a break in the workload continuous requests for information, assistance, direction, and authorization
• Content of Work Is Varied and Fragmented
Interruptions occur frequently jumpf from million dollar decision dt broken water tube
• Many Activities Are Reactive most managers devote little time to reflective planning
“fire fighting” activities handle administrative paperwork respond to a problem when there is pressure a problem is more likely to get action when it is perceived to be similar to other problems the manager has solved successfully in the past theory U
• interactions Often Involve Peers and Outsiders involve subordinates of subordinates, superiors of the boss, lateral peers, subordinates of lateral peers, and superiors of lateral peers. large network of contacts developed in a variety of ways to help solve different problems
Decision Making and Planning by Managers
make decisions about objectives, strategies, operational procedures, and the allocation of resources.
Descriptive studies and analyses of cognitive processes have shown
• Emotions and Intuition are Often Involved
(more than rationality. The emotional shock of discovering a serious problem may result in denial of negative evidence or wishful thinking, panic reactions relying on solutions used in the past or imitating the practices
When managers become attached to mental models that are no longer adequate, it is more difficult for them to
Managerial Roles and Decisions
research involves analysis of data from a variety of sources, including observation of managers, diaries in which managers describe their own activities, interviews with managers who explain
Most descriptive research on managerial activities was not related to effective leadership, but the insights about the subject (e.g. time management, cope with demands, role conflicts)
Activity Patterns for Managers
• Pace of Work Is Hectic and Unrelenting day seldom includes a break in the workload continuous requests for information, assistance, direction, and authorization
• Content of Work Is Varied and Fragmented
Interruptions occur frequently jumpf from million dollar decision dt broken water tube
• Many Activities Are Reactive most managers devote little time to reflective planning
“fire fighting” activities handle administrative paperwork respond to a problem when there is pressure a problem is more likely to get action when it is perceived to be similar to other problems the manager has solved successfully in the past theory U
• interactions Often Involve Peers and Outsiders involve subordinates of subordinates, superiors of the boss, lateral peers, subordinates of lateral peers, and superiors of lateral peers. large network of contacts developed in a variety of ways to help solve different problems
Decision Making and Planning by Managers
make decisions about objectives, strategies, operational procedures, and the allocation of resources.
Descriptive studies and analyses of cognitive processes have shown
• Emotions and Intuition are Often Involved
(more than rationality. The emotional shock of discovering a serious problem may result in denial of negative evidence or wishful thinking, panic reactions relying on solutions used in the past or imitating the practices
When managers become attached to mental models that are no longer adequate, it is more difficult for them to