Managers Managing: The Workings of an Administrative System

Hardcover | April 30, 1999

byJane Hannaway

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Managers face a complex and seemingly overwhelming set of decisions in their work lives. Investigating exactly what managers do on the job, this study presents a wealth of new evidence to analyze why managers act in the ways they do, what influences their focus of attention, and which issuesand other actors in an organization they tend to find attractive and which they tend to avoid. In short, it describes how managers in the real world make decisions.

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From Our Editors

Managers Managing describes three frames with which to assess the empirical and behavioral data that provide realistic and behavorial data that provide realistic interpretations of behavior in organizations: distinguishing between behavior in the interest of the organization; reliance on the social structure of the administrative syste...

From the Publisher

Managers face a complex and seemingly overwhelming set of decisions in their work lives. Investigating exactly what managers do on the job, this study presents a wealth of new evidence to analyze why managers act in the ways they do, what influences their focus of attention, and which issuesand other actors in an organization they tend...

From the Jacket

Managers Managing describes three frames with which to assess the empirical and behavioral data that provide realistic and behavorial data that provide realistic interpretations of behavior in organizations: distinguishing between behavior in the interest of the organization; reliance on the social structure of the administrative syste...

Jane Hannaway is at Stanford University.

other books by Jane Hannaway

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Paperback|Dec 1 2009

$40.40 online$40.50list price
Format:HardcoverDimensions:192 pages, 8.5 × 5.71 × 0.75 inPublished:April 30, 1999Publisher:Oxford University Press

The following ISBNs are associated with this title:

ISBN - 10:0195052072

ISBN - 13:9780195052077

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Table of Contents

1. Introduction2. The Nature of Administrative Systems3. On Studying Managerial Work4. Pivotal Behavioral Characteristics5. Supply Creates Demand6. Blinders and Biases7. The Importance of Being Important8. What If...?9. Putting It TogetherAppendixReferencesIndex

From Our Editors

Managers Managing describes three frames with which to assess the empirical and behavioral data that provide realistic and behavorial data that provide realistic interpretations of behavior in organizations: distinguishing between behavior in the interest of the organization; reliance on the social structure of the administrative system for action cues; and the frequent ambiguous, subjective nature of performance assessment.

Editorial Reviews

"The unique features of Hannaway's study are the inclusion in her research of almost all managerial personnel in a system, and her collection and analysis of subjective comments of managers. The author sheds light on such issues as why managers typically engage in reactive rather thanproactive behaviors; individual risk minimization is considered a key determinant of behavior. Other useful issues examined are interactive behavior, information collection, routine and nonroutine work, and how changes in job growth and specialization alter how managers spend theirtime."--Choice