THE MANAGER’S JOB: URBAN MYTHS AND FACT

posted in: Management | 0

Just what does the manager do? For years the manager, the heart of the organization, has been assumed to be like an orchestra leader, controlling the various parts of his organization with the ease and precision of a Seiji Ozawa. However, when one looks at the few studies that have been done-covering managerial positions from the president of the United States to street gang leaders-the facts show that managers are not reflective, regulated workers, informed by their massive MIS systems, scientific, and professional. The evidence suggests that they play a complex, intertwined combination of interpersonal, informational, and decisional roles. The author’s message is that if managers want to be more effective, they must recognize what their job really is and then use the resources at hand to support rather than hamper their own nature. Understanding their jobs as well as understanding themselves takes both introspection and objectivity on the managers’ part. At the end of the article, the author includes a set of self-study questions to help provide that insight.

If you ask a manager what he does, he will most probably tell you that he plans, organizes, coordinates, and controls. Then watch what he does. Don’t be surprised if you can’t relate what you see to these four words.

When he is called and told that one of his factories has just burned down, and he advises the caller to see whether temporary arrangements can be made to supply customers through a foreign subsidiary, is the planning, organizing, coordinating, or controlling? How about when he presents a gold watch to a retiring employee? Or when he attends a conference to meet people in the trade? Or on returning from that conference, when he tells one of his employees about an interesting product idea he picked up there?

The fact is that these four words, which have dominated management vocabulary since the French industrialist Henri Fayol first introduced them in 1916, tell us little about what managers actually do. At best, they indicate some vague objectives managers have when they work.

The field of management, so devoted to progress and change, has for more than half a century not seriously addressed the basic question: What do managers do? Without a proper answer, how can we teach management? How can we design planning or information systems for managers? How can we improve the practice of management at all?

Our ignorance of the nature of managerial work shows up in various ways in the modern organization-in the boast by the successful manager that he never spent a single day in a management training program; in the turnover of corporate planners who never quite understood what it was the manager wanted; in the computer, consoles gathering dust in the back room because the managers never used the fancy on-line MIS some analyst thought they needed. Perhaps most important, our ignorance shows up in the inability of our large public organizations to come to grips with some of their most serious policy problems.

Somehow, in the rush to automate production, to use management science in the functional areas of marketing and finance, and to apply the skills of the behavioral scientist to the problem of worker motivation, the manager-that person in charge of the organization or one of its subunits-has been forgotten. My intention in this article is simple: to break the reader away from Fayol’s words and introduce him to a more supportable, and what I believe to be a more useful, description of managerial work. This description derives from my review and synthesis of the available research on how various managers have spent their time.

In some studies, managers were observed intensively (“shadowed” is the term some of them used); in a number of others, they kept detailed diaries of their activities; in a few studies, their records were analyzed. All kinds of managers were studied-foremen, factory supervisors, staff managers, field sales managers, hospital administrators, presidents of companies and nations, and even street gang leaders. These “managers” worked in the United States, Canada, Sweden, and Great Britain.

A synthesis of these findings paints an interesting picture, one as different from Fayol’s classical view as a cubist abstract is from a Renaissance painting. In a sense, this picture will be obvious to anyone who has ever spent a day in a manager’s office, either in front of the desk or behind it. Yet, at the same time, this picture may turn out to be revolutionary, in that it throws into doubt so much of the folklore that we have accepted about the manager’s work.

I first discuss some of this folklore and contrast it with some of the discoveries of systematic research-the hard facts about how managers spend their time. Then I synthesize these research findings in a description of ten roles that seem to describe the essential content of all managers’ jobs. In a concluding section, I discuss a number of implications of this synthesis for those trying to achieve more effective management, both in classrooms and in the business world.

Some Myth and Facts About Managerial Work

There are four myths about the manager’s job that do not bear up under careful scrutiny of the facts.

1. Myth: The manager is a reflective, systematic planner. The evidence on this issue is overwhelming, but not a shred of it supports this statement.

Fact: Study after study has shown that managers work at an unrelenting pace, that their activities are characterized by brevity, variety, and discontinuity, and that they are strongly oriented to action and dislike reflective activities. Consider this evidence:

• Half the activities engaged in by the five chief executives of my study lasted less than nine minutes, and only 10% exceeded one hour.1 A study of 56 U.S. foremen found that they averaged 583 activities per eight-hour shift, an average of 1 every 48 seconds.2 The work pace for both chief executives and foremen was unrelenting. The chief executives met a steady stream of callers and mail from the moment they arrived in the morning until they left in the evening. Coffee breaks and lunches were inevitably work-related, and ever­ present subordinates seemed to usurp any free moment.

• A diary study of 160 British middle and top managers found that they worked for a half-hour or more without interruption only about once every two days.

• Of the verbal contacts of the chief executives in my study, 93% were arranged on an ad hoc basis. Only 1% of the executives’ time was spent in open­ ended observational tours. Only 1 out of 368 verbal contacts was unrelated to a specific issue and could be called general planning. Another researcher finds that “is not one single case did a manager report the obtaining of important external information from a general conversation or other undirected personal communication.”

• No study has found important patterns in the way managers schedule their time. They seem to jump from issue to issue, continually responding to the needs of the moment.

Is this the planner that the classical view describes? Hardly. How, then, can we explain this behavior? The manager is simply responding to the pressures of his job. I found that my chief executives terminated many of their own activities, often leaving meetings before the end, and interrupted their desk work to call in subordinates. One president not only placed his desk so that he could look down a long hallway but also left his door open when he was an alone-an an invitation for subordinates to come in and interrupt him.

Clearly, these managers wanted to encourage the flow of current information. But more significantly, they seemed to be conditioned by their own workloads. They appreciated the opportunity cost of their own time, and they were continually aware of their ever-present obligations-mail to be answered, callers to attend to, and so on. It seems that no matter what he is doing, the manager is plagued by the possibilities of what he might do and what he must do.

When the manager must plan, he seems to do so implicitly in the context of daily actions, not in some abstract process reserved for two weeks in the organization’s mountain retreat. The plans of the chief executives I studied seemed to exist only in their heads-as flexible, but often specific, intentions. The traditional literature notwithstanding, the job of managing does not breed reflective planners; the manager is a real-time responder to stimuli, an individual who is conditioned by his job to prefer live to delayed action.

2. Myth: The effective manager has no regular duties to perform. Managers are constantly being told to spend more time planning and delegating, and less time seeing customers and engaging in negotiations. These are not, after all, the true tasks of the manager. To use the popular analogy, the good manager, like the good conductor, carefully orchestrates everything· in advance, then sits back to enjoy the fruits of his labor, responding occasionally to an unforeseeable exception.

But here again, the pleasant abstraction just does not seem to hold up. We had better take a closer look at those activities managers feel compelled to engage in before we arbitrarily define them away.

Fact: In addition to handling exceptions, managerial work involves performing a number of regular duties, including ritual and ceremony, negotiations, and processing of soft information that links the organization with its environment. Consider some evidence from the research studies:

• A study of the work of the presidents of small companies found that they engaged in routine activities because their companies could not afford staff specialists and were so thin on operating personnel that a single absence often required the president to substitute.

• One study of field sales managers and another of chief executives suggests that it is a natural part of both jobs to see important customers, assuming the managers wish to keep those customers.

• Someone, only half in jest, once described the manager as that person who sees visitors so that everyone else can get his work done. In my study, I found that certain ceremonial duties-meeting visiting dignitaries, giving out gold watches, presiding at Christmas dinners-were an intrinsic part of the chief executive’s job.

• Studies of managers’ information flow suggest that managers play a key role in securing “soft” external information (much of it available only to them because of their status) and in passing it along to their subordinates.

3. Myth: The senior manager needs aggregated information, which a formal management information system best provides. Not too long ago, the words total information system were everywhere in the management literature. In keeping with the classical view of the manager as that individual perched on the apex of a regulated, hierarchical system, the literature’s manager was to receive all his important information from a giant, comprehensive MIS.

But lately, as it has become increasingly evident that these giant MIS systems are not working-that managers are simply not using them-the enthusiasm has waned. A look at how managers actually process information makes the reason quite clear. Managers have five media at their command-documents, telephone calls, scheduled and unscheduled meetings, and observational tours.

Fact: Managers strongly favor the verbal media-namely, telephone calls, and meetings. The evidence comes from every single study of managerial work. Consider the following:

• In two British studies, managers spent an average of 66% and 80% of their time in verbal (oral) communication. 7 In my study of five American chief executives, the figure was 78%.

• These five chief executives treated mail processing as a burden to be dispensed with. One came in Saturday morning to process 142 pieces of mail in just over three hours, to “get rid of all the stuff.” This same manager looked at

The manager’s emphasis on the verbal media raises two important points:

First, verbal information is stored in the brains of people. Only when people write this information down can it be stored in the files of the organization­ whether in metal cabinets or on magnetic tape-and managers apparently do not write down much of what they hear. Thus, the strategic data bank of the organization is not in the memory of its computers but in the minds of its managers.

Second, the manager’s extensive use of verbal media helps to explain why he is reluctant to delegate tasks. When we note that most of the manager’s important information comes in verbal form and is stored in his head, we can well appreciate his reluctance. It is not as if he can hand a dossier over to someone; he must take the time to “dump memory”-to tell that someone all he knows about the subject. But this could take so long that the manager may find it easier to do the task himself. Thus the manager is damned by his own information system to a “dilemma of delegation”-to do too much himself or to delegate to his subordinates with an inadequate briefing.

4. Myth: Management is, or at least is quickly becoming, a science and a profession. By almost any definition of science and profession, this statement is false. A brief observation of any manager will quickly lay to rest the notion that managers practice a science. Science involves the enaction of systematic, analytically determined procedures or programs. If we do not even know what procedures managers use, how can we prescribe them by scientific analysis? And how can we call management a profession if we cannot specify what managers are to learn? For, after all, a profession involves “knowledge of some department of learning or science” (Random House Dictionary).

Fact: The managers’ programs to schedule time, process information, make decisions, and so on- remain locked deep inside their brains. Thus, to describe these programs, we rely on words like judgment and intuition, seldom stopping to realize that they are merely labels for our ignorance.

I was struck during my study by the fact that t’1e executives I was observing-all very competent by any standard-are fundamentally indistinguishable from their counterparts of a hundred years ago (or a thousand years ago, for that matter). The information they need differs, but they seek it in the same way by word of mouth. Their decisions concern modern technology, but the procedures they use to make them are the same as the procedures of the nineteenth-century manager. Even the computer, so important for the special­ized work of the organization, has apparently had no influence on the work procedures of general managers. In fact, the manager is in a kind of loop, with increasingly heavy work pressures but no aid forthcoming from management science.

Considering the facts about managerial work, we can see that the manager’s job is enormously complicated and difficult. The manager is overburdened with obligations, yet he cannot easily delegate his tasks. As a result, he is driven to overwork and is forced to do many tasks superficially. Brevity, fragmentation, and verbal communication characterize his work. Yet these are the very characteristics of managerial work that have impeded scientific attempts to improve it. As a result, the management scientist has concentrated his efforts on the specialized functions of the organization, where he could more easily analyze the procedures and quantify the relevant information.

But the pressures of the manager’s job are becoming worse. Where before he needed only to respond to owners and directors, now he finds that subordinates with democratic norms continually reduce his freedom to issue unexplained orders, and a growing number of outside influences (consumer groups, government agencies, and so on) expect his attention. And the manager has had nowhere to turn for help. The first step in providing the manager with some help is to find out what his job really is.

Back to a Basic Description of Managerial Work

Now let us try to put some of the pieces of this puzzle together. Earlier, I defined the manager as that person in charge of an organization or one of its subunits. Besides chief executive officers, this definition would include vice presidents, bishops, foremen, hockey coaches, and prime ministers. Can all of these people have anything in common? Indeed, they can. For an important starting point, all are vested with formal authority over an organizational unit. From formal authority comes status, which leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to make decisions and strategies for his unit.

The manager’s job can be described in terms of various “roles,” or organized sets of behaviors identified with a position. As we shall see, formal authority gives rise to the three interpersonal roles, which in turn give rise to the three informational roles; these two sets of rules enable the manager to play the four decisional roles.

INTERPERSONAL ROLES

Three of the manager’s roles arise directly from his formal authority and involve basic interpersonal relationships.

1. First is the figurehead role. By virtue of his position as head of an organizational unit, every manager must perform some duties of a ceremonial nature. The president greets the touring dignitaries, the foreman attends the wedding of a lathe operator, and the sales manager takes an important customer to lunch.

The chief executives of my study spent 12% of their contact time on ceremonial duties; 17% of their incoming mail dealt with acknowledgments and requests related to their status. For example, a letter to a company president requested free merchandise for a crippled schoolchild; diplomas were put on the desk of the school superintendent for his signature.

Duties that involve interpersonal roles may sometimes be routine, involving little serious communication and no important decision making. Nevertheless, they are important to the smooth functioning of an organization and cannot be ignored by the manager.

2. Because he is in charge of an organizational unit, the manager is responsible for the work of the people of that unit. His actions in this regard constitute the leader role. Some of these actions involve leadership directly-for example, in most organizations, the manager is normally responsible for hiring and training his own staff.

In addition, there is the indirect exercise of the leader role. Every manager must motivate and encourage his employees, somehow reconciling their individual needs with the goals of the organization. In virtually every contract the manager has with his employees, subordinates seeking leadership clues probe his actions: “Does he approve?” “How would he like the report to turn out?” “Is he more interested in market share than high profits?”

The influence of the manager is most clearly seen in the lead role. Formal authority vests him with great potential power; leadership determines in large part how much of it he will realize.

3. The literature of management has always recognized the leader role, particularly those aspects of it related to motivation. In comparison, until recently it has hardly mentioned the liaison role, in which the manager makes contacts outside his vertical chain of command. This is remarkable in light of the finding of virtually every study of managerial work that managers spend as much time with peers and other people outside their units as they do with their own subordinates and, surprisingly, very little time with their own superiors. In Rosemary Stewart’s diary study, the 160 British middle and top managers spent 47% of their time with peers, 41% of their time with people outside their unit, and only 12% of their time with their superiors. For Robert H. Guest’s study of U.S. foremen, the figures were 44%, 46%, and 10%. The chief executives of my study averaged 44% of their contact time with people outside their organizations, 48% with subordinates, and 7% with directors and trustees. The contacts the five CEOs made were with an incredibly wide range of people: subordinates; clients, business associates, and suppliers; and peers­ managers of similar organizations, government and trade organization officials, fellow directors on outside boards, and independents with no relevant organizational affiliations. Guest’s study of foremen shows, likewise, that their contacts were numerous and wide-ranging, seldom involving fewer than 25 individuals, and often more than 50.

As we shall see shortly, the manager cultivates such contacts largely to find information. In effect, the liaison role is devoted to building up the manager’s own external information system-informal, private, verbal, but, nevertheless, effective.

INFORMATIONAL ROLES

By virtue of his interpersonal contacts, both with his subordinates and with his network of contacts, the manager emerges as the nerve center of his organizational unit. He may not know everything, but he typically knows more than any member of his staff.

Studies have shown this relationship to hold for all managers, from street gang leaders to U.S. presidents. In The Human Group, George C. Homans explains how, because they were at the center of the information flow in their own gangs and were also in close touch with other gang leaders, street gang leaders were better informed than any of their followers. And Richard Neustadt describes the following account from his study of Franklin D. Roosevelt:

The essence of Roosevelt’s technique for information-gathering was competition. “He would call you in,” one of his aides once told me, “and he’d ask you to get the story on some complicated business, and you’d come back after a couple of days of hard labor and present the juicy morsel you’d uncovered under a stone somewhere, and then you’d find out he knew all about it, along with something else you didn’t know. Where he got this information from he wouldn’t mention, usually, but after he had done this to you once or twice you got damn careful about your information.”

We can see where Roosevelt “got this information,’ when we consider the relationship between the interpersonal and informational roles. As a leader, the manager· has formal and easy access to every member of his staff. Hence, as noted earlier, he tends to know more about his own unit than anyone else does. In addition, his liaison contacts expose the manager to external information to which his subordinates often lack access. Many of these contacts are with other managers of equal status, who are themselves nerve centers .in their own organization. In this way, the manager develops a powerful database of information.

The processing of information is a key part of the manager’s job. In my study, the chief executives spent -40% of their contact time on activities devoted exclusively to the transmission of information; 70% of their incoming mail was purely informational (as opposed to requests for action). The manager does not leave meetings or hang up the telephone in order to get back to work. In large part, communication is his work. Three roles describe these informational aspects of managerial work.

1. As a monitor, the manager perpetually scans his environment for information, interrogates his liaison contacts and his subordinates, and receives unsolicited information, much of it as a result of the network of personal contacts he has developed. Remember that a good part of the information the manager collects in his monitor role arrives in verbal form, often as gossip, hearsay, and speculation. By virtue of his contacts, the manager has a natural advantage in collecting this soft information for his organization.

. He must share and distribute much of this information. The information he gleans from outside personal contacts may be needed within his organization. In his disseminator role, the manager passes some of his privileged information directly to his subordinates, who would otherwise have no access to it. When his subordinates lack easy contact with one another, the manager will sometimes pass the information on one to another.

3. In his spokesman role, the manager sends some of his information to people outside his unit a president makes a speech to lobby for an organization’s cause, or a foreman suggests a product modification to a supplier. In addition, as part of his role as spokesman, every manager must inform and satisfy the influential people who control his organizational unit. For the foreman, this may simply involve keeping the plant manager informed about the flow of work through the shop.

The president of a large corporation, however, may spend a great amount of his time dealing with a host of influences. Directors and shareholders must be advised about financial performance; consumer groups must be assured that the organization is fulfilling its social responsibilities, and government officials must be satisfied that the organization is abiding by the law.

DECISIONAL ROLES

Information is not, of course, an end in itself; it is the basic input to decision making. One thing is clear in the study of managerial work: the manager plays a major role in his unit’s decision-making system. As its formal authority, only he can commit the unit to important new courses of action; and as its nerve center, only he has full and current information to make the set of decisions that determines the unit’s strategy. Four roles describe the manager as a decision-maker:

1. As an entrepreneur the manager seeks to improve his unit, to adapt it to changing conditions in the environment. In his monitor role, the president is constantly on the lookout for new ideas. When a good one appears, he initiates a development project that he may supervise himself or delegate to an employee (perhaps with the stipulation that he must approve the final proposal).

There are two interesting features about these development projects at the chief executive level. First, these projects do not involve single decisions or even unified clusters of decisions. Rather, they emerge as a series of small decisions and actions sequenced over time. Apparently, the chief executive prolongs each project so that he can fit it bit by bit into his busy, disjointed schedule and so that he can gradually come to comprehend the issue if it is a complex one.

Second, the chief executives I studied supervised as many as 50 of these pro­ jects at the same time. Some projects entailed new products or processes; others involved public relations campaigns, improvement of the cash position, reorganization of a weak department, resolution of a morale problem in a foreign division, integration of computer operations, various acquisitions at different stages of development, and so on.

The chief executive appears to maintain a kind of inventory of the development projects that he himself supervises-projects that are at various stages of development, some active and some in limbo. Like a juggler, he keeps a number of projects in the air; periodically, one comes down, is given a new burst of energy, and is sent back into orbit. At various intervals, he put new projects on­ stream and discards old ones.

2. While the entrepreneur role describes the manager as the voluntary initiator of change, the disturbance handler role depicts the manager involuntarily responding to pressures. Here change is beyond the manager’s control. He must act because the pressures of the situation are too severe to be ignored: a strike looms, a major customer has gone bankrupt, or a supplier reneges on his contract.

It has been fashionable, I noted earlier, to compare the manager to an orchestra conductor, just as Peter F. Drucker wrote in The Practice of Management:

The manager has the task of creating a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it. One analogy is the conductor of a symphony orchestra, through whose effort, vision, and leadership individual instrumental parts that are so much noise by themselves become the living whole of music. But the conductor has the composer’s score; he is the only interpreter. The manager is both composer and conductor.

Now consider the words of Leonard R. Sayles, who has carried out systematic research on the manager’s job:

The manager is like a symphony orchestra conductor, endeavoring to maintain a melodious performance in which the contributions of the various instruments are coordinated and sequenced, patterned and paced, while the orchestra members are having various personal difficulties, stagehands are moving music stands, alternating excessive heat and cold are creating audience and instrument problems, and the sponsor of the concert is insisting on irrational changes in the program.

In effect, every manager must spend a good part of his time responding to high-pressure disturbances. No organization can be so well run, so standardized, that it has considered every contingency in the uncertain environment in advance. Disturbances arise not only because poor managers ignore situations until they reach crisis proportions, but also because good managers cannot possibly anticipate all the consequences of the actions they take.

3. The third decisional role is that of resource allocator. To the manager falls the responsibility of deciding who will get what in his organizational unit. Perhaps the most important resource the manager allocates is his own time. Access to the manager constitutes exposure to the unit’s nerve center and decision-maker. The manager is also charged with designing his unit’s structure, that pattern of formal relationships that determines how work is to be divided and coordinated.

Also, in his role as a resource allocator, the manager authorizes the important decisions of his unit before they are implemented. By retaining this power, the manager can ensure that decisions are interrelated; all must pass through a single brain. To fragment this power is to encourage discontinuous decision-making and a disjointed strategy.

There are a number of interesting features about the manager’s authorizing others’ decisions. First, despite the widespread use of capital budgeting procedures- a means of authorizing various capital expenditures at one time­ executive in my study made a great many authorization decisions on an ad hoc basis. Apparently, many projects cannot wait or simply do not have the quantifiable costs and benefits that capital budgeting requires.

Second, I found that the chief executives faced incredibly complex choices. They had to consider the impact of each decision on other decisions and on the organization’s strategy. They had to ensure that the decision would be accept­ able by those who influence the organization, as well as ensure that resources would not be overextended. They had to understand the various costs and benefits as well as the feasibility of the proposal. They also had to consider questions of timing. All this was necessary for the simple approval of someone else’s proposal. At the same time, however, the delay could lose time, while quick approval could be ill-considered and quick rejection might discourage the subordinate who had spent months developing a pet project.

One common solution to approving projects is to pick the man instead of the proposal. That is, the manager authorizes those projects presented to him by people whose judgment he trusts. But he cannot always use this simple dodge.

4. The final decisional role is that of a negotiator. Studies of managerial work at all levels indicate that managers spend considerable time in negotiations: the president of the football team is called in to work out a contract with the holdout superstar; the corporation president leads his company’s contingent to negotiate a new strike issue; the foreman argues a grievance problem to its conclusion with the shop steward. As Leonard Sayles puts it, negotiations are a “way of life” for the sophisticated manager.
These negotiations are duties of the manager’s job; perhaps routine, they are not to be shirked. They are an integral part of his job, for only he has the authority to commit organizational resources in “real-time,” and only he has the nerve center information that important negotiations require.

The Integrated Job

It should be clear by now that the ten roles I have been describing are not easily separable. In the terminology of the psychologist, they form a gestalt, an integrated whole. No role can be pulled out of the framework and the job is left intact. For example, a manager without liaison contacts lacks external information. As a result, he can neither disseminate the information his employees need nor make decisions that adequately reflect external conditions. (In fact, this is a problem for the new person in a managerial position, since he cannot make effective decisions until he has built up his network of contacts.)

Here lies a clue to the problems of team management.16 Two or three people cannot share a single managerial position unless they can act as one entity. This means that they cannot divide up the ten roles unless they can very carefully reintegrate them. The real difficulty lies with the informational roles. Unless there can be full sharing of managerial information-and, as I pointed out earlier, it is primarily verbal-team management breaks down. A single managerial job cannot be arbitrarily split, for example, into internal and external roles, for information from both sources must be brought to bear on the same decisions.

To say that the ten roles form a gestalt is not to say that all managers give equal attention to each role. In fact, I found in my review of the various research studies that

• sales managers seem to spend relatively more of their time in the interpersonal roles, presumably a reflection of the extrovert nature of the marketing activity;
• production managers give relatively more attention to the decisional roles, presumably a reflection of their concern with efficient workflow;
• staff managers spend the most time in the informational roles since they are experts who manage departments that advise other parts of the organization.

Nevertheless, in all cases, the interpersonal, informational, and decisional roles remain inseparable.

Toward More Effective Management

What are the messages for management in this description? I believe, first and foremost, that this description of managerial work should prove more important to managers than any prescription they might derive from it. That is to say, the manager’s effectiveness is significantly influenced by his insight into his own work. His performance depends on how well he understands and responds to the pressures and dilemmas of the job. Thus managers who can be introspective about their work are likely to be effective at their jobs. The Appendix on page 123 offers 14 groups of self-study questions for managers. Some may sound rhetorical; none is meant to be. Even though the questions cannot be answered simply, the manager should address them.

Let us take a look at three specific areas of concern. For the most part, the managerial logjams-the dilemma of delegation, the database centralized in one brain, the problems of working with the management scientist-revolve around the verbal nature of the manager’s information. There are great dangers in centralizing the organization’s data bank in the minds of its managers. When they leave, they take their memory with them. And when subordinates are out of the convenient verbal reach of the manager, they are at an informational disadvantage.

1. The manager is challenged to find systematic ways to share his privileged information. A regular debriefing session with key subordinates, a weekly memory dump on the dictating machine, the maintaining of a diary of important information for limited circulation, or other similar methods may ease the logjam of work considerably. Time spent disseminating this information will be more than regained when decisions must be made. Of course, some will raise the question of confidentiality. But managers would do well to weigh the risks of exposing privileged information against having subordinates who can make effective decisions.

If there is a single theme that runs through this article, it is that the pressures of his job drive the manager to be superficial in his actions-to overload himself with work, encourage interruption, respond quickly to every stimulus, seek the tangible and avoid the abstract, make decisions in small increments, and do everything abruptly.

2. Here again, the manager is challenged to deal consciously with the pressures of superficiality by giving serious attention to the issues that require it, by stepping back from his tangible bits of information in order to see a broad picture, and by making use of analytical inputs. Although effective managers have to be adept at responding quickly to numerous and varying problems, the danger in managerial work is that they will respond to every issue equally (and that means abruptly) and that they will never work the tangible bits and pieces of informational input into a comprehensive picture of their world.

As I noted earlier, the manager uses these bits of information to build models of his world. But the manager can also avail himself of the models of the specialists. Economists describe the functioning of markets, operations researchers simulate financial flow processes, and behavioral scientists explain the needs and goals of people. The best of these models can be searched out and learned. In dealing with complex issues, the senior manager has much to gain from a close relationship with the management scientists of his own organization. They have something important that he lacks time to probe complex issues. An effective working relationship hinges on the resolution of what a colleague and I have called “the planning dilemma.” Managers have the information and the authority; analysts have the time and the technology. A successful working relationship between the two will be affected when the manager learns to share his information and the analyst learns to adapt to the manager’s needs. For the analyst, adaptation means worrying less about the elegance of the method and more about its speed and flexibility.

It seems to me that analysts can help the top manager especially to schedule his time, feed-in analytical information, monitor projects under his supervision, develop models to aid in making choices, design contingency plans for disturbances that can be anticipated, and conduct “quick-and-dirty” analysis for those that cannot. But there can be no cooperation if the analysts are out of the mainstream of the manager’s information flow.

3. The manager is challenged to gain control of his own time by turning obligations to his advantage and by turning those things he wishes to do into obligations. The chief executives of my study initiated only 32% of their own contacts (and another 5% by mutual agreement). And yet to a considerable extent, they seemed to control their time. There were two key factors that enabled them to do so.

First, the manager has to spend so much time discharging obligations that if he were to view them as just that, he would leave no mark on his organization. The unsuccessful manager blames the failure on the obligations; the effective manager turns his obligations to his own advantage. A speech is a chance to lobby for a cause; a meeting is a chance to reorganize a weak department; a visit to an important customer is a chance to extract trade information.

Second, the manager frees some of his time to do those things that he perhaps no one else thinks important by turning them into obligations. Free time is made, not found, in the manager’s job; it is forced into the schedule. Hoping to leave some time open for contemplation or general planning is tantamount to hoping that the pressures of the job will go away. The manager who wants to innovate initiates a project and obligates others to report back to him; the manager who needs certain environmental information establishes channels that will automatically keep him informed; the manager who has to tour facilities commits himself publicly.

THE EDUCATOR’S JOB

Finally, a word about the training of managers. Our management schools have done an admirable job of training the organization’s specialists-management scientists, marketing researchers, accountants, and organizational development specialists. But for the most part, they have not trained managers.

Management schools will begin the serious training of managers when training takes a serious place next to cognitive learning. Cognitive learning is detached and informational, like reading a book or listening to a lecture. No doubt much important cognitive material must be assimilated by the manager-­ to-be. But cognitive learning no more makes a manager than it does a swimmer. The latter will drown the first time he jumps into the water if his roach never takes him out of the lecture hall, gets him wet, and gives him feedback on his performance.

In other words, we are taught a skill through practice plus feedback whether in a real or simulated situation. Our management schools need to identify the skills managers use, select students who show potential in these skills, but the students into situations where these skills can be practiced, and then give them systematic feedback on their performance.

My description of managerial work suggests a number of important managerial skills-developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information networks and subsequently disseminating information, making decisions in conditions of extreme ambiguity, and allocating resources. Above all, the manager needs to be introspective about his work so that he may continue to learn on the job.

Many of the manager’s skills can, in fact, be practiced, using techniques that range from role-playing to videotaping real meetings. Arid our management schools can enhance entrepreneurial skills by designing programs that encourage sensible risk-taking and innovation.

No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources. It is time to strip away the folklore about managerial work, and time to study it realistically so that we can begin the difficult task of making significant improvements in its performance.

Copyright © 2020. All Rights Reserved.

Leave a Reply