by phillip hamrock for ba 516 – management and marketing

14
By Phillip Hamrock For BA 516 – Management and Marketing

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Page 1: By Phillip Hamrock For BA 516 – Management and Marketing

By Phillip HamrockFor BA 516 – Management and Marketing

Page 2: By Phillip Hamrock For BA 516 – Management and Marketing

FolkloreResearch MethodsFindingsPrimary Managerial Roles

Interpersonal Roles Informational Roles Decisional Roles

Summary

7/23/2008 BA 516 - Management & Marketing 2

Page 3: By Phillip Hamrock For BA 516 – Management and Marketing

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

7/23/2008 BA 516 - Management & Marketing 3

Page 4: By Phillip Hamrock For BA 516 – Management and Marketing

New research “Structural observation” Five American CEO’s over one week Analyzed mail and verbal contacts

Existing sources International, all levels of management

Focused on time studies

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Page 5: By Phillip Hamrock For BA 516 – Management and Marketing

Myth: “Managers are a reflective, systematic

planners”

Fact: Managers work at an unrelenting pace Activities are brief, varied, action-

oriented and discontinuous

7/23/2008 BA 516 - Management & Marketing 5

Page 6: By Phillip Hamrock For BA 516 – Management and Marketing

Myth: “The effective manager has no regular

duties”

Fact: Numerous regular duties, including

ceremonies and negotiations Process “soft information” that links

organization with its environment

7/23/2008 BA 516 - Management & Marketing 6

Page 7: By Phillip Hamrock For BA 516 – Management and Marketing

Myth: “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

7/23/2008 BA 516 - Management & Marketing 7

Page 8: By Phillip Hamrock For BA 516 – Management and Marketing

Myth: “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

7/23/2008 BA 516 - Management & Marketing 8

Page 9: By Phillip Hamrock For BA 516 – Management and Marketing

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

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Page 10: By Phillip Hamrock For BA 516 – Management and Marketing

Figurehead

Leader

Liaison

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Page 11: By Phillip Hamrock For BA 516 – Management and Marketing

Monitor

Disseminator

Spokesperson

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Page 12: By Phillip Hamrock For BA 516 – Management and Marketing

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

7/23/2008 BA 516 - Management & Marketing 12

Page 13: By Phillip Hamrock For BA 516 – Management and Marketing

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

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Page 14: By Phillip Hamrock For BA 516 – Management and Marketing

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