How much 'managerial' is the manager's time?

Abstract

This study integrates results from two approaches to study managerial work. First, it focuses on estimating the difference between the actual division of managers' time into 'Primary' (dedicating in order to care about the main managerial goals), and 'Secondary time' (spending to afford matters of secondary importance) on one hand, and the preferred apportion of time
on the other. Second, it investigates the eventual relationship, which exists between managers' results and the way they use their time into primary and secondary. In section 2, the study's framework and hypothesis is given as an attempt to answer the questions: 'How managerial is managers' time?' 'Is there any real relationship between managerial time and managers' effectiveness?' In section 3, some necessary information about our study is given explaining the methodology used in order to gather and analyse the statistical data. In section 4, the methodology used is illustrated followed by section 5 where the results of the study are given. Groups of managers, which have similar behaviours about time, were first identified and major
differences between them were described. Then an approach aiming to relate the managers' behaviour with their results is attempted by comparing the results between groups of managers having similar and different behaviour about time use. Finally, our empirical study's results show that the higher the percentage of 'P' time (as primary we consider and define the time that
managers devote to accomplish the most important of their goals) managers have, the greater probability to have better results. The implications of these findings, for the study of managerial effectiveness, are discussed and further research is proposed.