general model: managers engage in activities in order to attain goals. specific models:

General Model:Managers engage in activities in order toattain goals.

Specific Models: Vary in their definitions of what these activities are.

What do Managers Actually Do?

PlanningManager Communications Organizing Coordination Goals

Decision Making Leading AdaptationControlling

linking management desiredprocesses functions conditions

Management Process Model

Interpersonal Informational Decisional LevelManagerial Roles

Figurehead Spokesperson Negotiator

Liaison Disseminator Resource Allocator

Leader Monitor Entrepreneur

Disturbance Handler

Top

Middle

Lower

Any level

Mintzberg’s Managerial Roles

Agenda Setting

Network Building

Agenda Implementation

Kotter’s General Managerial Behaviors

Info. ExchangePaperworkPlanningDecision MakingControllingInteracting with outsidersSocializingMotivatingDiscipliningManaging ConflictStaffingTraining/Develop.

Activities Successful Effective

CommunicationTraditional Management

Networking

Human Resource Management

Low High

High Low

Low High

Luthan’s Successful versus Effective Managers

Views Activities GoalsMgmt process Mgmt Functions Coordination

AdaptationMintzberg Mgrial. Roles Org. Goals

Kotter General Behav. Agendas

Luthans Real Activities Self-Promotion/ Performance via

commitment

Summary: Alternative Views of What Managers Do