The Role of the Manager: What's Really Important in Different Management Jobs

Kraut, Allen I.; Pedigo, Patricia R.; McKenna, D. Douglas; Dunnette, Marvin D.

doi:10.5465/ame.1989.4277405

Cited by 88 publications

(36 citation statements)

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“…[15][16][17] The work tasks of first-line managers tend to be operational, short term, and focused on facilitating the work tasks of subordinates; while middle managers' work tasks tend to be more strategic, long term and focused on facilitating the work groups'…”

Section: Introductionmentioning

confidence: 99%

“…15,16,18 The higher the managerial level, the more opportunities there are to adjust the assignment. Middle managers have more resources, more information 19 and higher autonomy than first-line managers, 20 which decreases stress and increases health.…”

Section: Introductionmentioning

confidence: 99%

“…First-line managers are responsible for daily work operations, and this requires that they are present in everyday work. 15,16,18,24,44 Therefore they may be unable to take advantage of the adjustment opportunities available to them. 45 In contrast, middle managers' work tasks are more strategic and long-term, which makes it easier for them to take a day off if necessary.…”

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confidence: 99%

“…The work tasks of first-line managers and subordinates are often interlinked; they often work in the same place and encounter the same problems. 15,16,18,24,44 These similarities in the work may result in similar work conditions being related to symptoms of burnout. Middle managers, on the other hand, are often not as present in the daily work, their responsibilities are often more strategic and less operational, and the daily problems that first-line managers and subordinates have to solve tend to only involve the middle managers indirectly.…”

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confidence: 99%

“…Additionally, middle managers have better opportunities than first-line managers and subordinates to adjust their assignments to handle demands placed on them. Thus, managers at the two managerial levels have different work tasks and prerequisites for performing or accomplishing these work tasks, 15,16,24 resulting in different work conditions being associated with symptoms of burnout.…”

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confidence: 99%

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Investigating Work Conditions and Burnout at Three Hierarchical Levels

Lundqvist

Reineholm

Gustavsson

et al. 2013

Journal of Occupational &Amp; Environmental Medicine

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Objective: To investigate the differences in work conditions and symptoms of burnout, and the association between work conditions and symptoms of burnout at the three hierarchical levels: subordinates, first-line managers and middle managers. Methods:Analyses were based on questionnaire data from 4096 employees in nine organizations, containing three hierarchical levels: subordinates (n=3659), first-line managers (n=345), and middle managers (n=92). Results: Work conditions were found to differ between the three hierarchical levels, mostly between subordinates and managers. Managers experienced fewer symptoms of burnout than subordinates. Furthermore, the association between work conditions and burnout differed for subordinates, first-line managers and middle managers. Conclusions: Occupational health research needs to focus more on differences between hierarchical levels regarding work conditions and burnout.Investigating work conditions and burnout at three 3

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Investigating Work Conditions and Burnout at Three Hierarchical Levels

Lundqvist

Reineholm

Gustavsson

et al. 2013

Journal of Occupational &Amp; Environmental Medicine

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Human resources development leadership and the creation of a learning organization

London¹

1992

New Dir Adult Contin Educ

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Management development programs: The effects of management level and corporate strategy

Blakely

Martinec

Lane

1994

Human Resource Dev Quarterly

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In this study of 155 organizations, the relationship between management development programs, managerial level, and organizational strategy was examined. Limited support was established for Katz5 theory about skill requirementsfor managers (1 974). Greater emphasis was placed on technical shills at lower management levels and on entrepreneurial skills at senior management levels. A relationship between corporate strategy and the focus of management development programs also was found. Although organizations with growth strategies focused on many management development areas to a greater extent than did organizations with stability or retrenchment strategies, there were no differences in the focus on ethical decision making or technical-skills training between the three strategies. Implications for management andfor future research are also discussed.Management as a process is becoming increasingly complex. Consequently, managerial tasks and skills also are becoming more numerous and complex. Undoubtedly many factors affect the skills a manager needs; however, two of the most important are level in the hierarchy (Katz, 1974) and organizational strategy (Schuler, 1987). Although there may be many ways for managers to acquire the necessary skills, organizations invest substantially in management development programs to assist their managers in obtaining those skills (Wexley & Latham, 1991). It seemed likely that the focus of the management development activity or program would vary with the organizational level of the manager as well as the strategy of the organization. Accordingly, the purpose Note: We would like to thank Ajay Mehra and three anonymous reviewers for their assistance. Michael 5. Lane, a coauthor, is deceased.

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The Role of the Manager: What's Really Important in Different Management Jobs

Cited by 88 publications

References 0 publications

Investigating Work Conditions and Burnout at Three Hierarchical Levels

Investigating Work Conditions and Burnout at Three Hierarchical Levels

Human resources development leadership and the creation of a learning organization

Management development programs: The effects of management level and corporate strategy

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