What are manager leaders?

For a long time the manager and undergraduate organization depends on the idea that the main function of management must be in the form of planning, organizing, staffing, direction, coordination, reporting, and budgeting. Managers were given one of their first acronyms, Postcorb, of these seven functions. No doubt these tasks are done, but the management of watching in terms of these general functions has hampered more looking questions.

In the 1950s flowers developed in seeing how managers really spent their time. Many studies have examined what tasks are handled by managers at various levels. They concluded that the first line manager spent most of the time they interact with superiors and peers and focus on issues related to assignments such as organizing, planning, and supervision of work. The top level manager spends more time interacting with subordinates (including lower level managers) and focuses on strategic and organizational tasks, including planning for the future, coordination of units, and internal business control.

A number of other studies are examined in more detail how the manager works. Studies in the United States, Canada, Sweden and the UK observed all types of managers, from the foreman to staff managers, from the company’s president to street gang leaders. The results of this study must rest four main myths about the average manager:

1. “The manager is a reflective and systematic planner.” Evidence about this problem is very contradictory. The manager works with unrelenting speed, and their activities are characterized by in short, variations, and discontinuities. They are very actions oriented and do not like reflection.

2. “Effective managers do not have regular tasks to appear. In addition to handling everything wrong, managers do a number of routine tasks, including rituals and ceremonies, negotiations, and information processing that connects their organization.

3. “Senior managers need a type of aggregate information provided by the formal management information system.” Evidence shows that the formal eg system does not work and the manager does not use it. The manager really processes information that reaches them through documents, telephone calls, scheduled and scheduled meetings, and observational tours. They are very choosing verbal media, phone calls and meetings.

4. ‘Management quickly becomes science and profession. “Brief observation of any manager will put to rest the idea that he practices science. Science involves the application of systematic procedures specified analytically. We don’t even know what procedures use managers; how can we prescribe it with scientific analysis? Management is hardly Profession If we cannot determine what the manager must learn.