INTRODUCTION IN this article, I consider the extent to which the question âWhat do managers do?â 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 âWhat do managers do?â 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 âmanagerialâ 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 âjob of managingâ 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 âeffectiveâmanagement (or managerial effectiveness).
Journal of Management Studies – Wiley
Published: Jan 1, 1986
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