Assigment Two Planning - Managers Job - Folklore and Fact PDF

Preview

Summary

tutorial 2 work...

Description

2. “In his paper entitled “The Managers Job, Folklore and Fact”, Mintzberg sets out to introduce the reader to “a more supportable, more useful description of managerial work”. How convincing is Mintzberg in his argument that the true nature of the manager’s job is different from that portrayed by classical writers on management.” 1.

“the manager is a reflective, systematic planner” • managers are constantly working • action based, emails and calls constantly • verbal contact usually planned out • plan out everything they do with their days

2.

“the effective manager has no regular duties to preform” • plans everything in advance • duties include ritual & ceremonies, as well as negotiations • managers sometimes do job of staff specialists • pass on info to workers

3. “ the senior manager needs aggregated information, which a formal management information system best provides’ • prefer phone calls and meetings • normally do not look at written info • only like to deal with live , current info • ‘ todays gossip might be tomorrows fact’ • complies different bits of info, does not rely on a MIS • managers do not write down what they hear, stored in the brain 4.

“management is, or at least is quickly becoming, a science and a profession” • use judgment and intuition instead • seek info by word of mouth • forced to sometimes work superficially • no where to find help

A.

Interpersonal Roles Figurehead – ceremonial duties on behalf of business Leader – responsible for subordinates Liaison – makes contacts, allies and representatives

B.

Informational Roles Monitor – collects new information from environment Disseminator– passing on information to workforce Spokesperson – sharing info outside the organization (speeches)

C.

Decisional Roles Entrepreneur - initializes projects to improve organization Disturbance Handler – responds to pressures that cannot be ignored Resource Allocated – spreads out money and responsibilities Negotiator – committing resources using real time information

i. Integrated Job o Roles are not separable o team management does not work, due to role sharing o managers do not equally spread between all roles o depends on industry, which roles managers take up

ii. Towards More Effective Management o Managers need to be aware of their own work o Introspective managers work the best o Problems with theory of storing a lot of data in the mind o Managers need to share info regularly with workers o Managers sometimes take on too much work o Have to be able to respond to all matters quickly o Build strong relationships with all aspects of the work o Duties become obligations o Must leave time for duties rendered un important iii. The Educators Job o Cognitive learning not the only type of learning to be used o Skills taught through practice and development o Feedback is important to development o Relationship building is vital as well as decision making

         

Gives facts an figures Examples of real life managers Shows how his theories are effective Gives ways to right the wrongs that are being done Argues against the opposite theories before proposing his own Gives easy to understand references Light and comprehensible reading Explores all types of managers to give an all rounded view Not biased Includes others’ theories to support his own

- Anya Mangat...