Abstract

The aim of this study was to analyze the managerial work of Lithuanian managers in terms of managerial roles and their effect on perceived effectiveness of managers’ work in small and medium – sized companies in Lithuania. Literature analysis reveals the concept of managerial work in terms of roles played by managers and discusses the issue of managerial effectiveness. Both concepts are seen as highly complex phenomena where role accomplishing is recognized as an important influential factor in effective managerial work performance. A survey was used as the most appropriate tool for data collection. The respondents at managerial positions were randomly selected in SMEs in Lithuania. Exploratory factor analysis was used to single out managerial roles, and multiple regression analysis was conducted to identify the relationship between managerial roles and perceived managerial effectiveness. The study revealed significant results in terms of performance of managerial roles and questioned the universalistic model of managerial roles by pointing out to their sensitivity to organizational context. The results demonstrate that a part of the activities of managers still fall within the framework of the traditional managerial roles. Yet, findings also suggest that there is a substantial part which can be subsumed under the new separate roles as Analyzer, Representor, and Networker. Regrouped managerial roles revealed a strong positive correlation with perceived managerial effectiveness.

Highlights

  • The concept of managerial work and its effectiveness has gained much research attention

  • The purpose of this study is to investigate the managerial roles performed by managers in small and medium – sized enterprises (SMEs) in Lithuania and how they are related to perceived managerial effectiveness

  • The purpose of this research is to determine the managerial roles of SMEs managers as measured by the developed survey instrument and how they are related to perceived managerial effectiveness

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Summary

Introduction

The concept of managerial work and its effectiveness has gained much research attention. Many researchers have studied the managerial work phenomenon both theoretically and empirically. Studies have described and classified managerial work types and nature in terms of functions (Fayol, 1916; Barnard, 1938), activities and behaviour (Carlson, 1951; Luthans & Lockwood, 1984; Stewart, 1982; Kotter, 1982), and roles (Mintzberg, 1973; 1990; 1994; Tengblad, 2006; Dierdorff et al, 2009). The latest approach presented by Mintzberg (1973) is one of the most influential studies focused on the concept of manager’s work through managerial roles. Despite the criticism concerning structured observation methodology, Mintzberg’s framework has been frequently used in studies of managerial work (Kurke & Aldrich, 1983; Shapira & Dunbar, 1980; Allan, 1981; Pavett & Lau, 1983, Paolillo, 1987; Tengblad, 2006, etc.)

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