The Manager's Job in Context
Top: The manager 's job in context
1.0 Introduction
1.1 Facts About Managerial Work
There are four myths about the manager 's job, the fact that do not bear scrutiny.
Folk tales: the manager is a reflective, plan of the system. The problem of the evidence is overwhelming, but it didn 't support the claim.
Fact: research shows that the manager 's job at a relentless pace, their activity type, the characteristic is concise and discontinuous, their strong action and don 't like the reflection. Consider the evidence:
Half of the activities engaged in by the chief executive of five research lasted less than nine minutes, only 10% more than an hour. 1 according to a study in the United States, they move more PCS/sets of 56 foreman averaged 583, an average of 1 per 48 seconds.
2 working rhythm for chief executives and the foreman is relentless. Chief executive, met a steady stream of phone calls and emails when arrived in the evening, in the morning until they leave. Coffee breaks and lunch are inevitably associated with the job, and often exist subordinates seem to usurp any free time.
2.0 Research on Managerial Work
In order to describe the management work, I do my own research, also scanned the result of literary studies from many different sources and my own. These studies have focused on two different aspects of management. Some people worry that the characteristics of the work how long the manager 's work, where and at what speed, what kind of interruption, and their work, and through what media communication. Other research is about the content of what activities work actual execution of managers, and why.
3.0 The manager’s Roles
[pic]
Source: http://bcs.wenku.bdimg.com/docconvert3032-nj/%2Fwk%2F03130ea46802900c9b5fa28f473493b9%2F0.png?sign=MBOT:y1jXjmMD4FchJHFHIGN4z:8rVadVBKBQxqBmi2IJlPV5ooRyI%3D&time=1377712605&range=700-60102 Fact: The managers’ programs—to schedule time, process information, make
1.0 Introduction
1.1 Facts About Managerial Work
There are four myths about the manager 's job, the fact that do not bear scrutiny.
Folk tales: the manager is a reflective, plan of the system. The problem of the evidence is overwhelming, but it didn 't support the claim.
Fact: research shows that the manager 's job at a relentless pace, their activity type, the characteristic is concise and discontinuous, their strong action and don 't like the reflection. Consider the evidence:
Half of the activities engaged in by the chief executive of five research lasted less than nine minutes, only 10% more than an hour. 1 according to a study in the United States, they move more PCS/sets of 56 foreman averaged 583, an average of 1 per 48 seconds.
2 working rhythm for chief executives and the foreman is relentless. Chief executive, met a steady stream of phone calls and emails when arrived in the evening, in the morning until they leave. Coffee breaks and lunch are inevitably associated with the job, and often exist subordinates seem to usurp any free time.
2.0 Research on Managerial Work
In order to describe the management work, I do my own research, also scanned the result of literary studies from many different sources and my own. These studies have focused on two different aspects of management. Some people worry that the characteristics of the work how long the manager 's work, where and at what speed, what kind of interruption, and their work, and through what media communication. Other research is about the content of what activities work actual execution of managers, and why.
3.0 The manager’s Roles
[pic]
Source: http://bcs.wenku.bdimg.com/docconvert3032-nj/%2Fwk%2F03130ea46802900c9b5fa28f473493b9%2F0.png?sign=MBOT:y1jXjmMD4FchJHFHIGN4z:8rVadVBKBQxqBmi2IJlPV5ooRyI%3D&time=1377712605&range=700-60102 Fact: The managers’ programs—to schedule time, process information, make
References: Francis J. Aguilar, Scanning the Business Environment (New York: Macmillan,1967), p. 102. For a more thorough, though rather different, discussion of this issue, see Kenneth R. Andrews, “Toward Professionalism in Business Management,” HBR March–April 1969, p. 49.