1. Managerial work is inherently hectic, varied, fragmented reactive disorderly and political. Brief oral interactions predominate (be in the majority) and many these involve people outside the manager’s immediate work unit and chain of command. Decisions processers are highly political, and most planning is informed and adaptive. (Ref Page – 17)

2. Decision making and problem solving – different people involved in making a decision after disagree about the true nature of a problem and the likely outcomes of various solutions, due to different perspectives, assumptions and values typical of managers from different functional background and specialties. A prolonged, highly political decision involve important and complex problems for which no-ready –made, good solution are available when many affected parties have conflicting interests and when diffusion of power exists among the parties (Ref Page- 4)

Planning- as a formal process of written objectives, strategies, polices, and budgets, cascading from top management down hierarchy.

Some planning occurs but managers develop agendas consisting of goals and plans related to their job responsibilities and involving a variety of short term and long term issues.

3. Leaders Role- Managers are responsible for leading the subunit function as an integrated whole in pursuit of basic purpose. Provide guidance to subordinates, motivates and in hiring, training, directing, praising, critizing, promoting and dismissing, pervades all managerial activates.

Liaison Role- includes behavior intend to establish and maintain a web of relationships with individuals and groups outside of a manager’s organizational unit. These relationships are vital as a source of information and favors. The essence of the liaison role is making new contacts, keeping in touch, and doing favors that will allow the manager to ask for