Although most people would agree that a manager's responsibilities centre on planning, controlling, leading. and organizing,...

  

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Although most people would agree that a manager's responsibilities centre on planning, controlling, leading. and organizing, what do managers really do? According to a study by Fred Luthans at the University of Nebraska- Lincoln, there are two types of managers: successful man- agers and effective managers. Successful managers are those who are rapidly and consistently promoted, whereas effective managers are those who "get the job done and do it right." It might seem that to be successful, you must be effective, but according to the study, the two types have little in common. Luthans first determined that managers' activities could be assimilated into eleven behaviour cate- gories. He then further organized the behaviours into four managerial activities, shown in Table 6.4.20 After four years of observation, Luthans determined that the "successful" managers-those who were promoted relatively quickly- spent most of their time networking, whereas the "effec- tive managers-those who have satisfied subordinates and high-performing units-spent most of their time performing communication and human resources manage- ment activities. Interestingly, of the nearly 400 managers tracked, no more than 10 percent of the group fell into both "successful" and "effective" categories. Table 6.4 The Activities Management Activities Communication Traditional management Networking Human resources management of Managers Descriptive Categories Exchanging information Paperwork Planning Decision making Controlling Interacting with outsiders Socializing/politicking Motivating/reinforcing Disciplining/punishing Managing conflict Staffing Discussion Questions 1. How might this idea of "success" in management affect a company? 2. What's the difference between an effective manager and an efficient manager? Can a manager be effective without being efficient or vice versa? 3. Why do you think only 10 percent of the managers surveyed fell into both "successful" and "effective" categories? Why wouldn't a higher percentage be both successful and effective? Although most people would agree that a manager's responsibilities centre on planning, controlling, leading. and organizing, what do managers really do? According to a study by Fred Luthans at the University of Nebraska- Lincoln, there are two types of managers: successful man- agers and effective managers. Successful managers are those who are rapidly and consistently promoted, whereas effective managers are those who "get the job done and do it right." It might seem that to be successful, you must be effective, but according to the study, the two types have little in common. Luthans first determined that managers' activities could be assimilated into eleven behaviour cate- gories. He then further organized the behaviours into four managerial activities, shown in Table 6.4.20 After four years of observation, Luthans determined that the "successful" managers-those who were promoted relatively quickly- spent most of their time networking, whereas the "effec- tive managers-those who have satisfied subordinates and high-performing units-spent most of their time performing communication and human resources manage- ment activities. Interestingly, of the nearly 400 managers tracked, no more than 10 percent of the group fell into both "successful" and "effective" categories. Table 6.4 The Activities Management Activities Communication Traditional management Networking Human resources management of Managers Descriptive Categories Exchanging information Paperwork Planning Decision making Controlling Interacting with outsiders Socializing/politicking Motivating/reinforcing Disciplining/punishing Managing conflict Staffing Discussion Questions 1. How might this idea of "success" in management affect a company? 2. What's the difference between an effective manager and an efficient manager? Can a manager be effective without being efficient or vice versa? 3. Why do you think only 10 percent of the managers surveyed fell into both "successful" and "effective" categories? Why wouldn't a higher percentage be both successful and effective?

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