How managers plan—the analysis of managers' activities

Snyder, Neil; Glueck, William F.

doi:10.1016/0024-6301(80)90058-8

Cited by 52 publications

(20 citation statements)

References 5 publications

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“…Decide how you are going to record, manage and analyse your data before going into the field. Mixed Polite, McClure & Rollie, 1997Mintzberg, 19701973Perlow, 1998Noël, 1989Snyder & Glueck, 1980Bonazzi, 1998Stanley, Manthorpe, Bradley & Alaszewski, 1998Fenton, Bryman, Deacon & Birmingham, 1997 Qualitative Hirsh, 1999Burgoyne & Hodgson, 1984Vukic & Keddy, 2002 Figure 2. Examining research approach and data collection techniques Data Collection methods…”

Section: Discussionmentioning

confidence: 99%

“…In his study of Chief Executives, Noël reduces the sample to three but observes each of them for a whole month. Snyder & Glueck (1980) have also replicated Mintzberg's work, shadowing two Chief Executives for 4 days each and completing detailed, coded time logs of their activities. Crucially though they have introduced the idea of asking the people they shadow to explain what they were doing and why they were doing it for each activity throughout the day.…”

Section: Shadowing As a Means Of Understanding Roles Or Perspectivesmentioning

confidence: 96%

“…Ericsson and Simon encourage their subjects to articulate what they are thinking while they complete puzzles and games in an experimental setting and warn researchers to 'resist the urge toward coherence and completeness ' (1993: xv). In contrast Snyder & Glueck (1980) and Burgoyne & Hodgson (1984) (and to a more limited extent, Hirsh (1999)) aim to surface 'social verbalisations' (Ericsson & Simon, 1993: xiv) which include descriptions of what is being done as well as explanations for those actions.…”

Section: Shadowing As a Means Of Understanding Roles Or Perspectivesmentioning

confidence: 99%

See 2 more Smart Citations

Studying actions in context: a qualitative shadowing method for organizational research

McDonald

2005

Qualitative Research

490

378

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Shadowing is a qualitative research technique that has seldom been used and rarely been discussed critically in the social science literature. This article has pulled together all of the studies using shadowing as a research method and through reviewing these studies has developed a threefold classification of different modes of shadowing. This work provides a basis for a qualitative shadowing method to be defined, and its potential for a distinctive contribution to organizational research to be discussed, for the first time.

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Section: Discussionmentioning

confidence: 99%

Section: Shadowing As a Means Of Understanding Roles Or Perspectivesmentioning

confidence: 96%

Section: Shadowing As a Means Of Understanding Roles Or Perspectivesmentioning

confidence: 99%

See 1 more Smart Citation

Studying actions in context: a qualitative shadowing method for organizational research

McDonald

2005

Qualitative Research

490

378

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“…Middle managers in Germany and Britain Interactions between national culture and organisational structure account for differences in role expectations and managerial activities Outlines the differences between managerial jobs in Germany and the UK Hales and Tamnagani (1996) Snyder and Glueck (1980); Kurke and Aldich (1983); and Pitner (1979). they achieve.…”

Section: Managerial Work and Efficiency And Effectivenessmentioning

confidence: 97%

The Nature of Managerial Work in Small Growth-Orientated Businesses

O’Gorman¹,

Bourke

Murray

2005

Small Bus Econ

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In this study we explore the daily managerial behaviour of managers of small growth-orientated businesses and contrast it to previous research of managers in large organisations. We also investigate if one background characteristic, the owner–managers functional experience, is related to daily managerial activity. More specifically, we seek to strengthen the ‘managerial work’ tradition through a replication of Mintzberg’s work (The Nature of Managerial Work, New York: Harper and Row 1973) and an extension of the ‘managerial work’ tradition to another contingency, that of small growth- oriented businesses. The study is based on direct observations of ten CEOs of small growth-orientated businesses. The research provides evidence that organisational size is an important determinant of the nature of managerial work. However, in exploring the variability that may occur in managerial work within a given size context, we failed to establish a relationship between the owner–manager’s functional experiences and daily functional work orientation. The article concludes by speculating why the nature of managerial work in small growth-orientated businesses may provide a template for management in larger (more bureaucratic) organisations. Copyright Springer 2005Ireland, managerial work, observational method, small business growth, M13, L20,

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“…Elas podem ser sintetizadas em duas diferentes abordagens: a) Metodológica (STEWART, 1982;MARTINKO;GARDNER, 1985;CARROLL;GILLEN, 1987;LAMOND, 2003;GOTTSCHALK, 2002;TONELLI, 2005 (STEWART, 1982;CARROLL;GILLEN, 1987;WILLMOTT, 1987;LAMOND, 2003;LUTHANS et al, 1985;SNYDER;GLUECK, 1980;MARTINKO;GARDNER, 1985):…”

Section: Açãomentioning

confidence: 99%

Análise das atividades do dirigente da pequena empresa: estudo baseado nos conceitos de Mintzberg sobre o trabalho do administrador

Gromik¹

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How managers plan—the analysis of managers' activities

Cited by 52 publications

References 5 publications

Studying actions in context: a qualitative shadowing method for organizational research

Studying actions in context: a qualitative shadowing method for organizational research

The Nature of Managerial Work in Small Growth-Orientated Businesses

Análise das atividades do dirigente da pequena empresa: estudo baseado nos conceitos de Mintzberg sobre o trabalho do administrador

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