The Manager’s Job • HBR C LASSIC
4. Francis J. Aguilar, Scanning the Business Environment
(New York: Macmillan, 1967), p. 102.
5. Unpublished study by Irving Choran, reported in Mintzberg, The Nature of Managerial Work.
6. Robert T. Davis, Performance and Development of Field
Sales Managers (Boston: Division of Research, Harvard
Business School, 1957); George H. Copeman, The Role of the
Managing Director (London: Business Publications, 1963).
7. Stewart, Managers and Their Jobs; Tom Burns, “The Directions of Activity and Communication in a Departmental
Executive Group,” Human Relations 7, no. 1 (1954): 73.
8. H. Edward Wrapp, “Good Managers Don’t Make Policy
Decisions,” HBR September-October 1967, p. 91. Wrapp refers to this as spotting opportunities and relationships in
the stream of operating problems and decisions; in his article, Wrapp raises a number of excellent points related to
this analysis.
9. Richard E. Neustadt, Presidential Power (New York: John
Wiley, 1960), pp. 153–154; italics added.
10. For a more thorough, though rather different, discussion of this issue, see Kenneth R. Andrews, “Toward Professionalism in Business Management,” HBR March–April
1969, p. 49.
11. C. Jackson Grayson, Jr., in “Management Science and
Business Practice,” HBR July–August 1973, p. 41, explains in
harvard business review • march–april 1990
similar terms why, as chairman of the Price Commission, he
did not use those very techniques that he himself promoted
in his earlier career as a management scientist.
12. George C. Homans, The Human Group (New York: Harcourt, Brace & World, 1950), based on the study by William
F. Whyte entitled Street Corner Society, rev. ed. (Chicago:
University of Chicago Press, 1955).
13. Neustadt, Presidential Power, p. 157.
14. Leonard R. Sayles, Managerial Behavior (New York:
McGraw-Hill, 1964), p. 162.
15. See Richard C. Hodgson, Daniel J. Levinson, and Abraham Zaleznik, The Executive Role Constellation (Boston: Division of Research, Harvard Business School, 1965), for a
discussion of the sharing of roles.
16. James S. Hekimian and Henry Mintzberg, “The Planning Dilemma,” The Management Review, May 1968, p. 4.
17. See J. Sterling Livingston, “Myth of the Well-Educated
Manager,” HBR January–February 1971, p.79.
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