types of mangers and there performance

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