Abstract

This report shows the results of a study of product managers. Respondents came from consumer‐goods firms, but the authors feel the results are probably applicable to product managers in other firms as well. The purpose was to measure the extent of environmental uncertainty in product managers' job situtations, the amount of “boundary spanning” they did (contacts between departments and between firms) and the role pressures that resulted. The hypothesis, essentially, was that environmental uncertainty increases the need for boundary spanning, boundary spanning brings the product manager into contact with other people who have different company and individual agendas, and these personal role differences produce ambiguity, frustration and efforts to cope . The study was a mail survey of product managers in Fortune 500 firms, and the return rate was 38%. The questionnaire form had a set of specific factors or statements on each of the hypothesis points to be scored by the respondent. For example, environmental uncertainty was measured with the statement, “How often do you have the necessary information on competitors?” Boundary spanning showed in the answer to “How many times a week do you send formal communications to people outside your department, outside your company, etc.?” Role pressure was measured with statements such as “I know exactly what is expected of me.” Tolerance of ambiguity was measured by statements such as “An expert who doesn't come up with a definite answer probably doesn't know too much.” The results were somewhat surprising. First, environmental uncertainty does not necessarily produce boundary spanning activity. Perhaps it should, but the scorings showed that the product manager's personal style of management is probably what produces boundary spanning. People can avoid boundary spanning if they wish, though poor results may come about. Secondly, environmental uncertainty and boundary spanning together produce role pressures that may reach dysfunctional levels. We probably have assumed that product managers can be trained to handle role pressures and keep them from becoming dysfunctional, but this study indicates otherwise. The third unexpected finding was that where role pressures are very high, “experience in the job actually appears to increase the levels of tension—indicating a high risk of burnout where such conditions prevail.” Seasoned product managers seemed to have more job‐related tensions, not less. And high tolerance for ambiguity did not help the product manager cope with those pressures either. Education levels seemed to help ameliorate conditions somewhat. Overall, the study indicates that managements need to be aware of product managers' situations, the styles they choose to run their operations, the tensions they face, how successfully they are coping with those tensions and whether their experience is helping them cope or simply leading them closer to burnout.