This document outlines the key topics and learning objectives covered in a chapter on the nature of managerial work. The chapter will examine the varied roles and activities required of managers, how these are impacted by situational factors, and how managers deal with demands, constraints and decisions. Specific managerial roles are defined, and it is noted that decision-making processes can be disorderly. The chapter also explores how managers spend their time, network externally, and solve problems. Effective time management techniques for managers are provided.

1. The Nature of Managerial Work
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2. After 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.
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3.  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.
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4. Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-4
Understand the different roles
and activities commonly required
for managers

5.  Hectic work pace
 Varied and fragmented work content
 Many reactive activities
 Peer and outsider interaction
 Disorderly and political decision processes
 Informal and adaptive planning
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6.  Leader
 Liaison
 Figurehead
 Monitor
 Disseminator
 Spokesperson
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
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7. Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-7
Understand how managerial roles
and activities are affected by
aspects of the situation

8.  Role-sender pressure
 Role expectations
 Conflicting role demands
 Role requirement perceptions
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9. Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-9
Understand how managers deal
with demands, constraints, and
choices confronting them

10. Core Components
 Demands
 Constraints
 Choices
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11.  Pattern of relationship
 Work patterns
 Exposure
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12.  Management level
 Organizational unit size
 External dependencies
 Crisis situations
 Stage in organizational life-cycle
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13.  Need for information
 Dependence on multi-person cooperation
 Problem solving assistance
 Innovative change assistance
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14.  Talking with people at events
 Community service activities
 Joining social and professional groups
 Attending professional programs
 A perpetual activity
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15. Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-15
Understand how managers solve
problems and make decisions

16. 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
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17.  Identify important, solvable problems
 Look for connections among problems
 Experiment with innovative solutions
 Take decisive action to deal with crises
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18. Copyright© 2013 Pearson Education, Inc. publishing as Prentice Hall Leadership In Organizations 2-18
Understand how managers can
make effective use of their time

19.  Understand demand and constraint causes
 Expand range of choices
 Determine what is to be accomplished
 Analyze your time use
 Plan daily and weekly activities
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20.  Avoid unnecessary activities
 Conquer procrastination
 Take advantage of reactive activities
 Make time for reflective planning
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