Managers spend most of their time engaged in interpersonal, informational, and decisional roles rather than reflective planning. They work at an unrelenting pace with brief, varied activities and favor verbal communication like phone calls and meetings over formal reports. While management is complex, researchers identified 10 primary managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.

1. BEWARE THE BUSY
MANAGER
Syndicate 12

2. We all know that being busy isn’t the
same as being productive. Or do we?
• executives are under incredible pressure to
perform.
• very few managers use their time as
effectively as they could.
• Eully 90% of managers squander their time in
all sorts of ineffective activities. In other
words, a mere 10% of managers spend their
time in a committed, purposeful, and
reflective manner.

3. Focus and Energy
• Think of focus as concentrated attention - the
ability to zero in on a goal and see the task
through to completion.
• energy-as the vigor that is fueled by intense
personal commitment. Energy is what pushes
managers to go the extra mile when tackling
heavy workloads and meeting tight deadlines.

4. • "The Focus-Energy Matrix" identifies four
types of behavior: disengagement,
procrastination, distraction, and
purposefulness.

5. The Focus-Energy Matrix
high
high
low
Energy
Focus

6. The Procrastinators
• we studied, some 30% suffered from low
levels of both energy and focus; we call these
managers the procrastinators.
• They dutifully perform routine tasks-attending
meetings, writing memos, making phone calls,
and so on -they fail to take initiative, raise the
level of performance, or engage with strategy.

7. The Disengaged
• Roughly 20% of managers fall into the
disengaged cate- gory; they exhibit high focus
but have low levels of energy.
• Disengaged managers have strong
reservations about the jobs they are asked to
do.
• Many managers in this group practice a form
of denial we call "defensive avoidance.

8. The Distracted
• those well- intentioned, highly energetic but
unfocused people who confuse frenetic
motion with constructive action.
• 40%-fall into the distracted quadran.
• When they're under pressure, distracted
managers feel a des- perate need to do
something-anything.

9. The Purposeful
• The both highly energetic and highly focused
managers are around 10%.
• more effort , achieve critical long-term goals
more often , more self- aware , strong
willpower.
• They pick their goals-and their battles-with far
more care than other managers do.

10. THE MANAGER’S JOB: FOLKLORE
AND FACTS
BY HENRY MINTZBERG

11. OUTLINE
• Folklore
• Findings
• Primary Managerial Roles
– Interpersonal Roles
– Informational Roles
– Decisional Roles
• Summary

12. FOLKLORE
• Common beliefs
1. Managers are reflective, systematic planners
2. The effective manager has no regular duties
3. Senior managers need aggregated information
4. Management is a science and a profession

13. FINDINGS
• Misconception:
– “Managers are a reflective, systematic planners”
• Fact:
– Managers work at an unrelenting pace
– Activities are brief, varied, action-oriented and
discontinuous

14. FINDINGS
• Misconception:
– “Senior managers need aggregated information,
which are best provided by formal management
information systems”
• Fact:
– Managers favor verbal media, telephone calls, and
meetings over documents

15. FINDINGS
• Misconception:
– “Management is, or at least is quickly becoming, a
science and a profession”
• Fact:
– It is hardly known what procedures managers use
– Managers’ programs – to process information,
make decisions, etc. – are locked deep inside their
brain

16. PRIMARY MANAGERIAL ROLES
• Interpersonal
1. Figurehead
2. Leader
3. Liaison
• Informational
4. Monitor
5. Disseminator
6. Spokesman
• Decisional
7. Entrepreneur
8. Disturbance Handler
9. Resource Allocator
10. Negotiator

17. INTERPERSONAL ROLES
• Figurehead
• Leader
• Liaison

18. INFORMATIONAL ROLES
• Monitor
• Disseminator
• Spokesperson

19. DECISIONAL ROLES
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

20. SUMMARY
• Authors research indicates that managers:
– work at an unrelenting pace on various brief
activities
– perform regular duties
– favor verbal communication
• Schools need to:
– identify managerial skills
– put students in situations to develop skills