ABSTRACT
Precise specifications are difficult to delineate if only because of the variations in work roles shaped by such factors as functional specialism, level of seniority and organizational context. Despite the various prescriptions of what managers are supposed to do, studies of their actual behaviour suggest they devote only a limited proportion of their time to planning, organizing and goal-setting in an explicit and systematic fashion. Many of these younger managers argue that they are overwhelmed with an increasing volume of routine administrative tasks which they are expected to undertake with no additional resources. Men and women managers, then, are prone to being overburdened with excessive work tasks. Accordingly, their experiences of stress may be caused by this rather than by the need to cope with complex duties or responsibilities. The situation is compounded when, through reorganization and cost-cutting exercises, relatively responsible duties are allocated to under-qualified, inexperienced subordinates.
