1.1 What Do Managers Do?
3 min read•june 24, 2024
Managers juggle a whirlwind of tasks, from quick chats to big . They're always on their toes, switching gears and talking to everyone from the mailroom to the boardroom. It's a fast-paced job that requires flexibility and the ability to handle multiple balls in the air.
Communication is key for managers, who spend most of their day talking and listening. They use these interactions to set goals, guide their team, and solve problems. Effective managers balance planning, organizing, leading, and controlling while creating a positive work culture.
The Nature of Managerial Work
Dynamic nature of managerial activities
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- Managers engage in a variety of activities throughout their workday
- Activities are often brief, varied, and (attending meetings, responding to emails, making phone calls)
- Managers frequently switch between tasks and issues (shifting from a budget discussion to a customer complaint)
- Interactions with others are a significant part of a manager's day
- Managers spend a large portion of their time interacting with subordinates, peers, superiors, and external (suppliers, clients, partners)
- These interactions are typically brief, often lasting only a few minutes (hallway conversations, impromptu updates)
- Managers must be and responsive to changing demands and priorities
- They need to quickly shift their attention and focus as new issues or opportunities arise (urgent requests, unexpected setbacks)
- The dynamic nature of managerial work requires flexibility and the ability to manage multiple tasks simultaneously (juggling deadlines, delegating responsibilities)
Time allocation in management roles
- Managers spend a significant portion of their time engaged in
- Studies have shown that managers spend up to 80% of their time communicating with others (face-to-face, phone, email)
- Verbal communication includes face-to-face conversations, phone calls, and meetings (team huddles, one-on-one discussions, presentations)
- are a key component of a manager's daily activities
- Building and maintaining relationships with subordinates, peers, and superiors is crucial for effective management (fostering trust, )
- Managers often engage in informal interactions to gather information and build rapport (water cooler chats, lunch meetings)
- Meetings consume a substantial amount of a manager's time
- Managers attend and lead various types of meetings (team meetings, project updates, sessions)
- Meetings serve as a platform for information sharing, , and (brainstorming sessions, status reports)
Key functions through verbal interactions
- Managers use conversations and meetings to perform essential functions that drive organizational performance
- Setting goals and objectives
- Managers communicate the organization's goals and objectives to their teams (annual targets, project milestones)
- They ensure that everyone understands their roles and responsibilities in achieving these goals (assigning tasks, clarifying expectations)
- Providing direction and guidance
- Managers offer guidance and support to their subordinates through conversations and meetings (coaching sessions, performance reviews)
- They clarify expectations, provide feedback, and help employees overcome challenges (skill development, removing obstacles)
- progress and performance
- Managers use meetings and conversations to stay informed about the progress of projects and initiatives (status updates, key performance indicators)
- They review performance metrics, identify areas for improvement, and make necessary adjustments (course corrections, resource allocation)
- Facilitating collaboration and coordination
- Managers foster collaboration and coordination among team members and across departments (cross-functional projects, shared resources)
- They use meetings to align efforts, resolve conflicts, and ensure smooth operations (stakeholder alignment, issue resolution)
- Making decisions and solving problems
- Managers gather input and insights from others through conversations and meetings (soliciting feedback, seeking expertise)
- They use this information to make informed decisions and address organizational challenges (evaluating options, implementing solutions)
- Setting goals and objectives
Core Management Functions and Leadership
- Managers perform essential to guide their organizations
- Planning: Setting goals and developing strategies to achieve them (strategic planning)
- Organizing: Structuring work and resources to accomplish objectives
- Leading: Inspiring and motivating employees to perform at their best ()
- Controlling: Monitoring performance and making necessary adjustments
- Effective managers balance these functions while shaping
- They create and maintain a positive work environment that aligns with company values
- Managers use to empower employees and develop their skills
Key Terms to Review (18)
Adaptable: Adaptable refers to the ability to adjust to new conditions or changes in the environment. In a management context, being adaptable means that managers can respond effectively to unexpected challenges, shifting priorities, and evolving team dynamics while maintaining productivity and achieving organizational goals.
Collaboration: Collaboration is the act of working together towards a common goal or purpose. It involves individuals or groups pooling their knowledge, skills, and resources to achieve something that they could not accomplish alone. Effective collaboration is essential for managers and teams to succeed in the workplace.
Decision-Making: Decision-making is the process of identifying and selecting a course of action from multiple alternatives to achieve a desired goal or outcome. It is a critical component of management and leadership, as it involves analyzing information, weighing options, and choosing the best possible solution to a problem or opportunity.
Delegation: Delegation is the process of entrusting tasks, authority, and responsibility to subordinates or team members. It involves a manager transferring certain duties and decision-making power to their employees, empowering them to act on behalf of the organization.
Fragmented: Fragmented refers to a state of being divided, broken apart, or scattered into multiple pieces or components. In the context of management, it describes a situation where an organization, industry, or process is not cohesive or unified, but rather exists in a disjointed or disconnected manner.
Goal-Setting: Goal-setting is the process of identifying specific, measurable, achievable, relevant, and time-bound (SMART) objectives that an individual or organization aims to accomplish. It is a fundamental management practice that helps direct resources, focus efforts, and measure progress towards desired outcomes.
Interpersonal Interactions: Interpersonal interactions refer to the dynamic exchange of thoughts, feelings, and behaviors that occur between individuals in a social context. These interactions are a fundamental aspect of human experience and play a crucial role in shaping personal and professional relationships.
Leadership: Leadership is the ability to guide, direct, and influence others towards the achievement of common goals. It involves the effective mobilization of human and material resources to accomplish desired objectives. Leadership is a critical component of both management and the broader context of organizational success.
Management Functions: Management functions are the core responsibilities and activities that managers must perform to effectively lead and direct an organization. These functions form the foundation of the manager's job and guide their decision-making and actions.
Managerial Activities: Managerial activities refer to the various tasks and responsibilities that managers undertake in order to achieve organizational goals. These activities are essential for the effective planning, organizing, leading, and controlling of an organization's resources.
Meetings: Meetings are gatherings of two or more people for the purpose of discussion, decision-making, and information sharing. They are a fundamental tool used by managers to coordinate activities, solve problems, and align the organization towards common goals.
Monitoring: Monitoring is the continuous observation and measurement of progress or performance to identify changes, trends, or problems that require further action. It is a crucial managerial function that enables managers to assess the effectiveness of their plans, strategies, and decisions, and make necessary adjustments to ensure the achievement of organizational goals.
Organizational Culture: Organizational culture refers to the shared values, beliefs, attitudes, and behaviors that characterize the internal environment of an organization and influence the actions and decisions of its members. It is the unique personality of an organization that shapes how employees think, feel, and act within the workplace. Organizational culture is a critical factor in the success and effectiveness of an organization, as it can impact areas such as managerial decision-making, organizational structure, and employee engagement and productivity.
Problem-Solving: Problem-solving is the process of identifying and analyzing a problem, generating and evaluating potential solutions, and implementing the most effective solution to overcome the challenge at hand. It is a critical skill for managers, decision-makers, and successful entrepreneurs as they navigate complex situations and work towards achieving their goals.
Stakeholders: Stakeholders are individuals or groups that have an interest or concern in an organization's operations, actions, and outcomes. They can directly or indirectly influence or be influenced by the decisions and activities of the organization.
Strategic Planning: Strategic planning is the process of defining an organization's long-term vision, mission, and objectives, and developing a comprehensive plan to achieve those goals. It involves analyzing the organization's internal strengths and weaknesses, as well as its external environment, to make informed decisions about the best course of action for the business.
Time Allocation: Time allocation refers to the process of distributing and managing an individual's or organization's time across various tasks, activities, and responsibilities. It involves prioritizing, scheduling, and balancing the use of time to achieve desired goals and objectives efficiently.
Verbal Communication: Verbal communication refers to the use of spoken language to convey information, ideas, and messages between individuals or groups. It is a fundamental aspect of managerial communication, enabling managers to effectively share information, provide instructions, and engage in dialogue with employees, colleagues, and stakeholders.