Management Time: Who’s Got the Monkey?
Index
Where is the monkey?
Page 7
Managers and Time
Page 4
Objectives
Page 3
Bibliography
Page 28
Transferring the Initiative
Page 14
Quiz
Page 21
Objectives
At the end of this module, you will be able to:
- Identify the kinds of magement time that managers handle
- Detect how monkey–the task–leap towards managers’ shoulders
- Analyze how monkeys should be held in specific appointed time
Managers and Time
Managers and Time
Time is a valuable, non-renewable resource that should be managed accordingly; but, why do managers typically run out of time as their subordinates run out of work?
Let’s explote how management time relates to the interaction between managers and their bosses, their peers, and their subordinates.
Managers and Time
There are kinds of management time in business:
Self-imposed time
System-imposed time
Boss-imposed time
used to work on those things that the manager plans or agrees to do. Nevertheless, a segment of this kind of time will be taken by subordinates; this is called subordinate-imposed time.
used to take into account requests from peers for active support. Penalties will be the result of not dealing with these requests, though not always as direct or swift.
used to attend to those activities that the boss requires from the mager to handle as the cannot be disregarded.
Where is the monkey?
Where is the monkey?
Let’s say that a manager is passing by and sees Jones, one of his subordinates, coming his way. When they meet, Jones says, “Good morning. By the way, we’ve got a problem. You see….” Then, the manager notices he does not have an immediate answer and he says, “So glad you brought this up. I’m in a rush right now. Meanwhile, let me think about it, and I’ll let you know.”
What just happened? On whose back is the “monkey” now? It is on the manager’s back as it successfully leaped from the back of a subordinate waiting to be returned well-fed and taken care of. The manager has assumed a position subordinate to his subordinate by accepting the monkey, and the subordinate will later knock the manager’s door office to follow up; this is call supervision.
Where is the monkey?
Let us analyze these. The manager has told Johnson, another subordinate, “Fine, send me a memo on that.” A new monkey will be soon on his back because the next move will be his as soon as he gets the memo. Besides, Smith, a third subordinate needs help on a public relations proposal, and the manager’s words to her are, “Just let me know how I can help.” In addition, Reed, the fourth subordinate, has been told by the manager they would hammer a set of objectives together; so, he waits patiently for the manager to take initiative. How many monkeys rest on the manager’s back now?
Why does all of this happen? Because in each scenario the manager and his subordinator agreed, consciously or unconsciously, that the matter in consideration is a joint problem.
Where is the monkey?
Who is working for who?
At this point, the manager spends his subordinate-imposed time juggling his “priorities” and trying to make decisions. He finds himself unable to make the “next moves” because he is also meeting his boss-imposed and system-imposed requirements. The next morning, the first thing he sees is a foursome waiting for him at his door office. Guess who? He now knows who is working for whom.
Where is the monkey?
Who is working for who?
At this point, the manager spends his subordinate-imposed time juggling his “priorities” and trying to make decisions. He finds himself unable to make the “next moves” because he is also meeting his own boss-imposed and system-imposed requirements. The next morning, the first thing he sees a foursome awaiting for him at his door office. Guess who? He now knows who is really working for whom.
GETTING RID OF THE MONKEYS
GETTING RID OF THE MONKEYS
The following Monday, the subordinates are waiting to see him about their monkeys. He calls them in one by one, takes a monkey, places it on the desk between them, and figures out together how the subordinate will make the next move. As each subordinate leaves the office, the manager feels rewarded by the sight of a monkey leaving his office. The manager has now realized that accepting the monkey makes him assume a position subordinate to his subordinate.
Transferring the Initiative
Transferring the Initiative
This monkey-on-the-back analogy aims to highlight how managers should focus on developing initiative in subordinates; by doing so, the manager not only operates his subordinate-imposed time more efficiently but also recovers his discretionary time
Transferring the Initiative
There are five degrees of initiative that the manager can apply from the least to the most effective ones in relation to the boss and to the system:
Wait until told
Ask what to do
Recommend, then take resulting action
Act, but advise at once
Act on their own, then routinely report (highest initiative)
The Care and Feeding of Monkeys
There are five rules that manager must following within their scheduled time called “Care and Feeding of Monkeys.”
The Care and Feeding of Monkeys
Rule 3
Rule 2
Rule 1
Monkeys should be fed by appointment only.
The monkey population should be kept below the maximum number the manager has time to feed.
Monkeys should be fed or shot rigth away
The Care and Feeding of Monkeys
Rule 5
Rule 4
Every monkey should have an assigned next feeding time and degree of initiative.
Monkeys should be fed face-to-face or by telephone, but never by mail.
Quiz
Question 1/5
This kind of time is also known as subordinate-imposed time.
System-imposed time
Boss-imposed time
Self-imposed time
Question 2/5
When they meet, Jones says, “Good morning. By the way, we’ve got a problem. You see….” Then, the manager answers and he says, “So glad you brought this up. I’m in a rush right now. Meanwhile, let me think about it, and I’ll let you know.”
Right!
Self-imposed time
System-imposed time
Boss-imposed time
Question 3/5
The manager calls his subordinate in one by one, takes a monkey, place it on the desk between them, and figure out together how the subordinate will make the next move. How is this action called?
Right!
Getting rid of the monkey
Feeding the monkey
Holding the monkey
Question 4/5
Right!
Which one of the most effective actions can a manager take concerning the boss and the system?
wait until told
act on their own, then routinely report
ask what to do
Question 5/5
Right!
Which one is not a rule for caring and Feeding the monkeys?
Monkeys should be fed by appointment only.
Monkeys should be fed face-to-face.
Feed the maximum amount of monkeys in a day.
Bibliography
Lorem ipsum dolor sit amet
https://hbr.org/1999/11/management-time-whos-got-the-monkey
Thanks!
Management Time: Who’s Got the Monkey?
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Transcript
Management Time: Who’s Got the Monkey?
Index
Where is the monkey?
Page 7
Managers and Time
Page 4
Objectives
Page 3
Bibliography
Page 28
Transferring the Initiative
Page 14
Quiz
Page 21
Objectives
At the end of this module, you will be able to:
Managers and Time
Managers and Time
Time is a valuable, non-renewable resource that should be managed accordingly; but, why do managers typically run out of time as their subordinates run out of work?
Let’s explote how management time relates to the interaction between managers and their bosses, their peers, and their subordinates.
Managers and Time
There are kinds of management time in business:
Self-imposed time
System-imposed time
Boss-imposed time
used to work on those things that the manager plans or agrees to do. Nevertheless, a segment of this kind of time will be taken by subordinates; this is called subordinate-imposed time.
used to take into account requests from peers for active support. Penalties will be the result of not dealing with these requests, though not always as direct or swift.
used to attend to those activities that the boss requires from the mager to handle as the cannot be disregarded.
Where is the monkey?
Where is the monkey?
Let’s say that a manager is passing by and sees Jones, one of his subordinates, coming his way. When they meet, Jones says, “Good morning. By the way, we’ve got a problem. You see….” Then, the manager notices he does not have an immediate answer and he says, “So glad you brought this up. I’m in a rush right now. Meanwhile, let me think about it, and I’ll let you know.”
What just happened? On whose back is the “monkey” now? It is on the manager’s back as it successfully leaped from the back of a subordinate waiting to be returned well-fed and taken care of. The manager has assumed a position subordinate to his subordinate by accepting the monkey, and the subordinate will later knock the manager’s door office to follow up; this is call supervision.
Where is the monkey?
Let us analyze these. The manager has told Johnson, another subordinate, “Fine, send me a memo on that.” A new monkey will be soon on his back because the next move will be his as soon as he gets the memo. Besides, Smith, a third subordinate needs help on a public relations proposal, and the manager’s words to her are, “Just let me know how I can help.” In addition, Reed, the fourth subordinate, has been told by the manager they would hammer a set of objectives together; so, he waits patiently for the manager to take initiative. How many monkeys rest on the manager’s back now?
Why does all of this happen? Because in each scenario the manager and his subordinator agreed, consciously or unconsciously, that the matter in consideration is a joint problem.
Where is the monkey?
Who is working for who?
At this point, the manager spends his subordinate-imposed time juggling his “priorities” and trying to make decisions. He finds himself unable to make the “next moves” because he is also meeting his boss-imposed and system-imposed requirements. The next morning, the first thing he sees is a foursome waiting for him at his door office. Guess who? He now knows who is working for whom.
Where is the monkey?
Who is working for who?
At this point, the manager spends his subordinate-imposed time juggling his “priorities” and trying to make decisions. He finds himself unable to make the “next moves” because he is also meeting his own boss-imposed and system-imposed requirements. The next morning, the first thing he sees a foursome awaiting for him at his door office. Guess who? He now knows who is really working for whom.
GETTING RID OF THE MONKEYS
GETTING RID OF THE MONKEYS
The following Monday, the subordinates are waiting to see him about their monkeys. He calls them in one by one, takes a monkey, places it on the desk between them, and figures out together how the subordinate will make the next move. As each subordinate leaves the office, the manager feels rewarded by the sight of a monkey leaving his office. The manager has now realized that accepting the monkey makes him assume a position subordinate to his subordinate.
Transferring the Initiative
Transferring the Initiative
This monkey-on-the-back analogy aims to highlight how managers should focus on developing initiative in subordinates; by doing so, the manager not only operates his subordinate-imposed time more efficiently but also recovers his discretionary time
Transferring the Initiative
There are five degrees of initiative that the manager can apply from the least to the most effective ones in relation to the boss and to the system:
Wait until told
Ask what to do
Recommend, then take resulting action
Act, but advise at once
Act on their own, then routinely report (highest initiative)
The Care and Feeding of Monkeys
There are five rules that manager must following within their scheduled time called “Care and Feeding of Monkeys.”
The Care and Feeding of Monkeys
Rule 3
Rule 2
Rule 1
Monkeys should be fed by appointment only.
The monkey population should be kept below the maximum number the manager has time to feed.
Monkeys should be fed or shot rigth away
The Care and Feeding of Monkeys
Rule 5
Rule 4
Every monkey should have an assigned next feeding time and degree of initiative.
Monkeys should be fed face-to-face or by telephone, but never by mail.
Quiz
Question 1/5
This kind of time is also known as subordinate-imposed time.
System-imposed time
Boss-imposed time
Self-imposed time
Question 2/5
When they meet, Jones says, “Good morning. By the way, we’ve got a problem. You see….” Then, the manager answers and he says, “So glad you brought this up. I’m in a rush right now. Meanwhile, let me think about it, and I’ll let you know.”
Right!
Self-imposed time
System-imposed time
Boss-imposed time
Question 3/5
The manager calls his subordinate in one by one, takes a monkey, place it on the desk between them, and figure out together how the subordinate will make the next move. How is this action called?
Right!
Getting rid of the monkey
Feeding the monkey
Holding the monkey
Question 4/5
Right!
Which one of the most effective actions can a manager take concerning the boss and the system?
wait until told
act on their own, then routinely report
ask what to do
Question 5/5
Right!
Which one is not a rule for caring and Feeding the monkeys?
Monkeys should be fed by appointment only.
Monkeys should be fed face-to-face.
Feed the maximum amount of monkeys in a day.
Bibliography
Lorem ipsum dolor sit amet
https://hbr.org/1999/11/management-time-whos-got-the-monkey
Thanks!