How to gain knowledge of what a manager really does? Part 4

In this post, the last describing how to acquire knowledge about the work of a manager, I will present in a slightly different way the layout of organizational sizes and online managerial tools on the TransistorsHead.com platform. The way is as follows. A human manager solves organizational problems. To solve each of them he uses a more or less formal managerial technique, that is, he performs certain activities. In order for these activities to actually occur, he must use some

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How to gain knowledge of what a manager really does? Part 3

In order to build an artificial manager, we need to have explicit and implicit knowledge of what such a manager really does in his work with the team. Theoretically we know what we need, but practically it is very difficult to acquire such knowledge. This is hampered by traditional research methods in management science. Most research boils down to surveying managers to answer closed questions about what they have done in the past or how they work with their team.

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How to gain knowledge of what a manager really does? Part 2

In my previous post I wrote that it is easier to record the work of a car driver than the work of a manager, which is why we already have autonomous cars, but we can’t buy ourselves Steve Jobs. Let’s go further in our reflections and consider what kind of knowledge we expect about the work of a manager. What types of knowledge are useful to build an artificial manager? Following J. Baruk, we can list several aspects that knowledge

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How to gain knowledge of what a manager really does? Part 1

A few weeks ago I wrote about the limitations we face in finding out what a manager really does. These limitations arise for a simple reason: managerial activities tend to be cognitive, that is, a manager performs them in his or her head, and to a lesser extent, physical activities such as moving arms and legs. In conversations with managers, scientists and entrepreneurs, I often compare the work of a manager and that of a car driver. The question can

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To what extent do managerial tools influence the managerial actions taken by managers? Part 2

In the previous post, I outlined how I conduct research using online managerial tools. Let me remind you that the world of a manager is built quite simply with three elements: the organizing problem, the managerial technique used to solve that problem, and the tool needed to apply that technique. Managerial tools are measuring instruments – by recording how they are used, we can say something about how the manager behaved. In researching the impact of these tools on a

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