How Managers Can Think Strategically about Their Jobs

In today′s rapidly changing and high‐pressured environment, managers need to learn to think more strategically about what they should be doing in their jobs. Shows how managers can take a strategic view of their work by first recognizing the flexibility and freedom in the job and then the choices they are making, and describes a tool which has been used to help many managers review their choices. Suggests how managers can view more strategically the different lines of action open to them by reviewing three aspects of their behaviour: (1) how they divide their time between people in their networks; (2) where they focus their attention most often; and (3) where they try to have an impact. Concludes that it is especially useful for managers to engage in strategic thinking when they are new to their jobs, later when they have accomplished their initial objectives, and after a change occurs in the job or its context.