The Nature of Managerial Work(mintzberg)(6)

Katz and Kahn cited 3 types of leader behavior (1966): 1) Introduction of structural change or policy formation

2) Interpolation of structure, improvisation 3) Use of structure formally to keep the organization in motion and in effective operation or administration

Science and the Manager’s Job

There are two necessary components for a science of managing: 1) Precise description of managerial work 2) Systematic improvement of it

Frederick Taylor, the father of “scientific management,” provided the first expression of this process in the field of management. Taylor first described precisely the procedures (or programs) actually used in

performing a task and then he “re-programmed” the procedures, that is he systematically redesigned them. Once the procedures were made explicit, a necessary first step had been taken toward automating them.

There are 7 areas where managers and analyst can cooperate: 1) opportunity and problem finding

2) cost-benefit analysis 3) model building

4) contingency planning 5) real time analysis

6) project monitoring 7) adaptive planning

Points for more effective managing: 1) Sharing information – the manager has access to significant and

privileged information, and must give conscious attention to the dissemination of information to subordinates. The manager

must realize that subordinates cannot tap the same information and resources, and cannot make effective decisions without the proper information. There are two drawbacks of sharing information: a) confidentiality, b) dissipating power. 2) Dealing consciously with superficiality. Managers must balance giving depth to certain issues and marginal involvement with others. There is a great deal of delegation involved.

3) Sharing the job if information can be shared. Sharing heavy workloads with the management team reduces the work load and allows individuals to specialize in certain roles. The main disadvantage to this is it takes a considerable amount of time in