Abstract
Managerial work in its real-life organisational context was examined in the study. Case studies approach, using interviews and structured observations, was adopted. The data collected were analysed in terms of their role expectations, role performance, and the relationship between role expectations and role performance, on the one hand, and forms of organisations, on the other. Based on the expectations of others of the managers' jobs, the study identified 13 areas of work domain of managers performing the work as 'Line Manager' (LM), 'Personnel Manager' (PER), 'Specialist' (SP) and 'Multi-Function Manager' (MLF) in three different forms of organisations (centralised, partially decentralised and decentralised 'Clan'). The findings of the study show that; 1. The structure of an organisation has more impact on the work as constituted than on the work as practised. 2. At the aggregate level, irrespective of job types and organisational structure, managers were expected to place strong emphasis in carrying out activities related to staff administration and, on a moderate scale, general work administration. 3. Managers, in all forms of organisation, were seen to spend more time interacting with members of the same organisations and, in most instances, informal, face-to-face meetings. 4. Managers, in all forms of organisation, perform the more substantial aspects of their role expectations. Nonetheless, managers in centralised organisations appeared to respond more to the expectations of their superiors than subordinates. Meanwhile, managers in partially decentralised and decentralised 'Clan' organisations appeared to give broadly equal weightage to expectations originating from both groups. 5. Managers working in centralised form of organisation, were expected to place strong emphasis on the administration of the different aspects of their jobs, whilst, managers working in decentralised 'Clan' organisation were expected to place more emphasis on the development aspects of their jobs.