The outcome of the Hammel and Hochreiter short survey is a projection of opinions, mainly based on the answers provided by chief officers and owners of enterprises. More than 80 percent of the received answers were provided by them, the majority of whom belonged to the age group of middle aged. Almost 50 percent of them plan to carry out a carrier-change within a time frame of 1 to 3 years. It is easy to comprehend: they devote most of their waking hours to their job which leaves barely an hour for their own needs on a daily basis. It is remarkable though, that a small group of them can spend almost two whole hours after their own heart. As the annual holiday rarely gives one the chance for recreation longer than two weeks, it is evident that the matter of time management caused a great stir. Not only the classic time-management issues surfaced with great emphasis among the given answers like the difficulty to keep focused, the lack of stabile basis for planning and forecasting, the pressure of multi-tasking, the loss and waste of time due to ever changing expectations, inconsistencies and incoherencies. Direct and indirect effects were also gaining more attention, like making up for the time spent by travelling and the lack of time that one should devote to strategic planning.

Numerous records have shown over past decades, how much load the managers were charged with. Those who completed our questionnaire provided us with solutions and partial solutions. The well-known delegation of tasks and the decrease in administrative work can be useful, however the greater part of the survey participants broached the subject of more ‘me time’, less of playing games with each other, changing the age-old rule of the prioritization order of urgent-important to the prioritization order of important-urgent, raising the sense of independence of colleagues, setting stable, consistent and coherent expectations towards people. In fact, by taking the idea even further many of the participants of our survey believe that the clues to the situation were the change of corporate culture or the reorganization of the enterprises.

For the two third of these overloaded managers, the primary form of recreation is playing sports which is followed by the option of going-out and very obviously by plainly sleeping. Other means of relaxation and recreation like using some kind of media rank behind. After knowing all the above, it does not come as a surprise that they perceive the guarantee of a healthier and fuller life primarily in physical activity, secondly in financial means and thirdly in self-tuition.

The source of contentment can be diverse. Some like to spend the weekend together with their family, some love to face motivating challenges while remunerated accordingly. Creativity and flexibility is important to many, just as are lower levels of stresses, the possibility to study, the opportunity for development or the authorization for making certain decisions. A certain segment of survey participants have answered laconically by stating that they were satisfied with their salary, their tasks, their team, the level of their success and even with their working place as a whole. This alone shows clearly that extending the perception of contentment is a component of corporate culture that has the potential to be developed. Although, there are certain components in each situation that form legitimate grounds for complain. But the significance of discontentment can only be taken into consideration and weighed correctly when the elements are set against those which are sources of contentment. The larger part of the survey’s participants would like to bring about positive change in the following areas: their own sector of industry, their cultural competence, the state of their health and work-life balance.

When asked about the character/nature of their intentions toward carrying-out a carrier change, almost half of them consider implementing changes in their own sector of industry and in corporate culture so as to raise profitability and independence. The results show unambiguously, that managers envision more diverse ways and methods for splitting up their long-range goals than they did in the previous years.