ABSTRACT
People spend a considerable part of their working day relating with others. One of the findings of the early work activity studies (Burns, 1954, 1957; Horn and Lupton, 1965), echoed more recently by Oshagbemi (1988), is that managers and others consistently underestimate the amount of time they spend in face-to-face contact. There are also indications that they underestimate seriously the effect that their behaviour has on the way others behave and, therefore, on the achievement of personal and organizational goals.
