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17
5. Managers spend most of their time pursuing activities within
their own organisations. As managerial rank increases, managers spend
proportionately more time outside their work areas and organisations.
6. The manager’s work is primarily oral. Managers at all levels
spend the majority of their time communicating verbally (by personal
contact or telephone).
7. Managers use a lot of contacts. Consistent with their high level
of verbal communication, managers continually exchange information
with superiors, peers, subordinates, and outsiders on an ongoing basis.
8. Managers are not reflective planners. The typical manager is
too busy to find uninterrupted blocks of time for reflective planning.
9. Information is the basic ingredient of the manager’s work.
Managers spend most of their time obtaining, interpreting and giving
information.
10. Managers don’t know how they spend their time. Managers
consistently over-estimate the time they spend on production, reading
and writing, phone calls, thinking, and calculating and consistently un-
derestimate the time spent on discussions.
ADDITIONAL INFORMATION
Look through the following text and be ready to fulfill the task.
Henry Fayol, the father of the functional approach in 1916 identi-
fied 5 managerial functions, namely, planning, organizing, command,
coordination and control. He claimed that these 5 functions were the
common denominators of all managerial jobs, whatever the purpose of
the organization is. Over the years Fayol’s original list of managerial
functions has been updated and expanded by management scholars.
Henry Mintzberg critisized the traditional functional approach as
unrealistic. He concluded that functions “tell us little about what man-
agers actually do. At best they indicate some vague objectives managers
have when they work.”
According to Mintzberg’s view the average manager is not the re-
flective planner and precise “orchestra leader” that the functional ap-
proach suggests. Mintzberg characterized the typical manager in the
following way:
The manager is overburdened with obligations; yet he cannot eas-
ily delegate his tasks, as a result he is driven to overwork and is forced
to do many tasks superficially.
18
MINI CASE STUDY
Below you can see several common problems for anyone who
works in an office.
The Problems
1. My phone never stops ringing.
2. People are always coming in and out of my office.
3. I spend too much time in meetings.
4. I can manage my time perfectly well. It’s technical breakdowns
and constant problems with computers which make it difficult for me to
manage my time.
Choose from the list of solutions below the one which you think
is best for each problem and tell your partner about it. Add your own
comments.
The Solutions
a) Prioritise. Delegate. Block time for important tasks. Keep
things in proportion. If the problem persists, discuss it with a superior.
b) Don’t be afraid to tell people you are too busy right now.
Stand up when someone comes in and don’t sit down again if you don’t
want them to stay.
c) Don’t always agree to see people straight away when they ask
to talk to you. Plan your day so that everyone knows that there is a time
when you need to work alone and a time when you are happy to see
other people.
d) Never handle a piece of paper more than once. Either act on it,
pass it on or put it in the bin.
5. Managers spend most of their time pursuing activities within MINI CASE STUDY
their own organisations. As managerial rank increases, managers spend
Below you can see several common problems for anyone who
proportionately more time outside their work areas and organisations.
works in an office.
6. The manager’s work is primarily oral. Managers at all levels
spend the majority of their time communicating verbally (by personal The Problems
contact or telephone). 1. My phone never stops ringing.
7. Managers use a lot of contacts. Consistent with their high level 2. People are always coming in and out of my office.
of verbal communication, managers continually exchange information 3. I spend too much time in meetings.
with superiors, peers, subordinates, and outsiders on an ongoing basis. 4. I can manage my time perfectly well. It’s technical breakdowns
8. Managers are not reflective planners. The typical manager is and constant problems with computers which make it difficult for me to
too busy to find uninterrupted blocks of time for reflective planning. manage my time.
9. Information is the basic ingredient of the manager’s work. Choose from the list of solutions below the one which you think
Managers spend most of their time obtaining, interpreting and giving is best for each problem and tell your partner about it. Add your own
information. comments.
10. Managers don’t know how they spend their time. Managers The Solutions
consistently over-estimate the time they spend on production, reading a) Prioritise. Delegate. Block time for important tasks. Keep
and writing, phone calls, thinking, and calculating and consistently un- things in proportion. If the problem persists, discuss it with a superior.
derestimate the time spent on discussions. b) Don’t be afraid to tell people you are too busy right now.
Stand up when someone comes in and don’t sit down again if you don’t
ADDITIONAL INFORMATION want them to stay.
Look through the following text and be ready to fulfill the task. c) Don’t always agree to see people straight away when they ask
Henry Fayol, the father of the functional approach in 1916 identi- to talk to you. Plan your day so that everyone knows that there is a time
fied 5 managerial functions, namely, planning, organizing, command, when you need to work alone and a time when you are happy to see
coordination and control. He claimed that these 5 functions were the other people.
common denominators of all managerial jobs, whatever the purpose of d) Never handle a piece of paper more than once. Either act on it,
the organization is. Over the years Fayol’s original list of managerial pass it on or put it in the bin.
functions has been updated and expanded by management scholars.
Henry Mintzberg critisized the traditional functional approach as
unrealistic. He concluded that functions “tell us little about what man-
agers actually do. At best they indicate some vague objectives managers
have when they work.”
According to Mintzberg’s view the average manager is not the re-
flective planner and precise “orchestra leader” that the functional ap-
proach suggests. Mintzberg characterized the typical manager in the
following way:
The manager is overburdened with obligations; yet he cannot eas-
ily delegate his tasks, as a result he is driven to overwork and is forced
to do many tasks superficially.
17 18
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