WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE

WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE INTRODUCTION IN this article, I consider the extent to which the question ‘What do managers do?’ has been satisfactorily answered by published empirical studies of managerial work and behaviour. Two aspects of this enterprise require justification: the pertinence of the question posed and the need for another review of the evidence. Certainly, the question ‘What do managers do?’ has an air of naivetC, insolence, even redundancy about it. Yet it is a question which is begged by many management-related issues. Arguments that the quality of management is decisive in both organizational and national economic performance presuppose that the exclusively ‘managerial’ contribution to that performance is both tangible and identifiable. Claims for managerial authority invariably rest not upon defacto status and power, but upon an implicit ‘job of managing’ for which authority is the necessary resource. The vast and growing industry of management education, training and development presumably rests upon a set of ideas about what managers do and, hence, what managers are being educated, trained and developed for. Finally, nowhere is the question of what managers do more insistently begged than in that substantial portion of the literature on management which is concerned with ‘effective’management (or managerial effectiveness). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE

Journal of Management Studies, Volume 23 (1) – Jan 1, 1986

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Publisher
Wiley
Copyright
Copyright © 1986 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1986.tb00936.x
Publisher site
See Article on Publisher Site

Abstract

INTRODUCTION IN this article, I consider the extent to which the question ‘What do managers do?’ has been satisfactorily answered by published empirical studies of managerial work and behaviour. Two aspects of this enterprise require justification: the pertinence of the question posed and the need for another review of the evidence. Certainly, the question ‘What do managers do?’ has an air of naivetC, insolence, even redundancy about it. Yet it is a question which is begged by many management-related issues. Arguments that the quality of management is decisive in both organizational and national economic performance presuppose that the exclusively ‘managerial’ contribution to that performance is both tangible and identifiable. Claims for managerial authority invariably rest not upon defacto status and power, but upon an implicit ‘job of managing’ for which authority is the necessary resource. The vast and growing industry of management education, training and development presumably rests upon a set of ideas about what managers do and, hence, what managers are being educated, trained and developed for. Finally, nowhere is the question of what managers do more insistently begged than in that substantial portion of the literature on management which is concerned with ‘effective’management (or managerial effectiveness).

Journal

Journal of Management StudiesWiley

Published: Jan 1, 1986

References

  • Management in action
    Burns, Burns
  • Executive behavior and interaction
    Dubin, Dubin; Spray, Spray
  • Activities of middle managers – a training guide
    Pheysey, Pheysey

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