College of Business

1
What do Managers Actually Do?
General Model Managers engage in activities in
order to attain goals. Specific Models Vary
in their definitions of what these activities
are.
2
Management Process Model
linking management
desired processes functions
conditions
Planning Manager Communications
Organizing Coordination Goals
Decision Making Leading
Adaptation Controlling
3
Mintzbergs Managerial Roles
Managerial Roles
Interpersonal Informational Decisional
Level
Figurehead Spokesperson Negotiator Liaison
Disseminator Resource Allocator Leader
Monitor Entrepreneur Disturbance
Handler
Top Middle Lower Any level
4
Kotters General Managerial Behaviors
Agenda Setting Network Building Agenda
Implementation
5
Luthans Successful versus Effective Managers
Activities Successful Effective
Info. Exchange Paperwork Planning Decision
Making Controlling Interacting with
outsiders Socializing Motivating Disciplining Mana
ging Conflict Staffing Training/Develop.
Low High High Low Low High
Communication
Traditional Management
Networking
Human Resource Management
6
Summary Alternative Views of What Managers Do
Views Activities Goals Mgmt process Mgmt
Functions Coordination
Adaptation Mintzberg Mgrial. Roles
Org. Goals Kotter General Behav.
Agendas Luthans Real Activities
Self-Promotion/ Performance
via commitment