General Model: Managers engage in activities in order to attain goals. Specific Models:

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. Mintzberg’s 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. Kotter’s General Managerial Behaviors Agenda Setting Network Building Agenda Implementation

5. Luthan’s Successful versus Effective Managers Activities Successful Effective Info. Exchange Paperwork Planning Decision Making Controlling Interacting with outsiders Socializing Motivating Disciplining Managing 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