Structural Factors In Managerial Work

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SECTION 02 - NOTION
New Concepts & Learning Experiences
1. The Influence of Structural Factors in Managerial Work
Hales (2002) criticized the literature about post-bureaucratic organizing for underestimating the fact that managers are unwilling to dispose traditional supervision in favor of control based on trust and dialogue. This reluctance is, according to Hales, due to the fact that individual managers are held responsible for what subordinates are doing and that they therefore want to reduce ambiguity by exercising close control. This in turn makes it less likely that radical post-bureaucratic form of organizing will be popular. It can also be added that organizational size influences the likelihood that post-bureaucratic managerial work …show more content…

What required is the development of research tools which can depict the material, cognitive and moral foundation of management. To succeed with this mission, empirical research about managerial work will be invaluable. Detailed observational studies of managerial work that use open coding techniques and that thereafter make theoretically informed elucidation on the basis of interesting research questions are highly recommended. Decision making and leadership are far most two research areas that can benefit greatly from structured observation studies of managerial …show more content…

He also neglects the relationship between managerial behavior and organizational effectiveness. Furthermore, he takes a 'neutral' position on the managerial role omitting influences such as ownership and power. Identified contingency factors explain differences in the make-up of managerial work. The empirical study is based on five organizations in action. The small sample size means that the results should not be applied to all industry, organizations or management positions. In his 1973 study, Mintzberg declared that the manager's position is always the starting point in organizational analysis. He also argued that managerial roles are sequential - a manager first makes interpersonal contact through his formal status which in turn allows information processing and leads to decision making. Mintzberg later rejected this relationship based on new empirical

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