As a perspective of an engineering student, write 5 bullet points with a sentence or two….new learnings (surprises) 1 page–How will I apply these learnings on my job (internship) or major project. This is a narrative style. The writing does not need t
As a perspective of an engineering student, write 5 bullet points with a sentence or two….new learnings (surprises)
1 page–How will I apply these learnings on my job (internship) or major project. This is a narrative style. The writing does not need to be in the style of a formal paper, however this is NOT a book report. Do not waste your time telling the story.
This article was originally published in the November–December 1974 issue of HBR and has been one of the publication’s two best-selling reprints ever.
For its reissue as a Classic, the Harvard Business Review asked Stephen R. Covey to provide a commentary.
Why is it that managers are typically running out of time while their subordinates are typically running out of work? Here we shall explore the meaning of management time as it relates to the interaction between managers and their bosses, their peers, and their subordinates.
Specifically, we shall deal with three kinds of management time:
Boss-imposed time—used to accomplish those activities that the boss requires and that the manager cannot disregard without direct and swift penalty.
System-imposed time—used to accommodate requests from peers for active support. Neglecting these requests will also result in penalties, though not always as direct or swift.
Self-imposed time—used to do those things that the manager originates or agrees to do. A certain portion of this kind of time, however, will be taken by subordinates and is called subordinate-imposed time. The remaining portion will be the manager’s own and is called discretionary time. Self-imposed time is not subject to penalty since neither the boss nor the system can discipline the manager for not doing what they didn’t know he had intended to do in the first place.
To accommodate those demands, managers need to control the timing and the content of what they do. Since what their bosses and the system impose on them are subject to penalty, managers cannot tamper with those requirements. Thus their self-imposed time becomes their major area of concern.
Managers should try to increase the discretionary component of their self-imposed time by minimizing or doing away with the subordinate component. They will then use the added increment to get better control over their boss-imposed and system-imposed activities. Most managers spend much more time dealing with subordinates’ problems than they even faintly realize. Hence we shall use the monkey-on-the-back metaphor to examine how subordinate-imposed time comes into being and what the superior can do about it.
Where Is the Monkey?
Let us imagine that a manager is walking down the hall and that he notices one of his subordinates, Jones, coming his way. When the two meet, Jones greets the manager with, “Good morning. By the way, we’ve got a problem. You see….” As Jones continues, the manager recognizes in this problem the two characteristics common to all the problems his subordinates gratuitously bring to his attention. Namely, the manager knows (a) enough to get involved, but (b) not enough to make the on-the-spot decision expected of him. Eventually, the manager 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.” Then he and Jones part company.
Let us analyze what just happened. Before the two of them met, on whose back was the “monkey”? The subordinate’s. After they parted, on whose back was it? The manager’s. Subordinate-imposed time begins the moment a monkey successfully leaps from the back of a subordinate to the back of his or her superior and does not end until the monkey is returned to its proper owner for care and feeding. In accepting the monkey, the manager has voluntarily assumed a position subordinate to his subordinate. That is, he has allowed Jones to make him her subordinate by doing two things a subordinate is generally expected to do for a boss—the manager has accepted a responsibility from his subordinate, and the manager has promised her a progress report.
The subordinate, to make sure the manager does not miss this point, will later stick her head in the manager’s office and cheerily query, “How’s it coming?” (This is called supervision.)
Or let us imagine in concluding a conference with Johnson, another subordinate, the manager’s parting words are, “Fine. Send me a memo on that.”
From this attached article: https://hbr.org/1999/11/management-time-whos-got-the-monkey
