The Nature of Managerial Work
Editorial Review
The quantity of work to be done, or that the manager chooses to do, during the day is substantial and the pace is unrelenting. Why do managers adopt this pace and workload? One major reason is the inherently open-ended nature of the job. The manager must always keep going, never sure when he has succeeded, never sure when his whole organization may come down around him because of some miscalculation. As a result, the manager is a person with a perpetual preoccupation. He can never be free to forget his job, and he never has the pleasure of knowing, even temporarily, that there is nothing else he can do. No matter what kind of managerial job he has, he always carries the nagging suspicion that he might be able to contribute just a little bit more. Hence he assumes an unrelenting pace in his work.
Book Reviews
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Wisdom to Share
The manager must always keep going, never sure when he has succeeded, never sure when his whole organization may come down around him because of some miscalculation.
Clearly, control is exerted in terms of a few crucial decisions, many of them made shortly after the manager assumes office.
The key purpose of the leader role is to effect integration between individual needs and organizational goals.
Formal authority vests the manager with great potential power; leadership activity determines how much of it will be realized.
In the liaison role the manager, by virtue of his authority and associated status, is able to develop a special kind of external linkage system.
Because of his status and its manifestation in the liaison role, the manager has unique access to a variety of knowledgeable outsiders including other managers who are themselves nerve centers of their own organizations.
Factual information can be tested as to its validity; on some recognized scale it is either correct or incorrect.
In the entrepreneur role the manager acts as initiator and designer of much of the controlled change in his organization.
Books by the same Author
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