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By Phillip HamrockFor BA 516 – Management and Marketing
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FolkloreResearch MethodsFindingsPrimary Managerial Roles
Interpersonal Roles Informational Roles Decisional Roles
Summary
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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
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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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Myth: “Managers are a reflective, systematic
planners”
Fact: Managers work at an unrelenting pace Activities are brief, varied, action-
oriented and discontinuous
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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
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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
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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
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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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Figurehead
Leader
Liaison
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Monitor
Disseminator
Spokesperson
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Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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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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