Harvard Business Review on Leadership [antikvár]

The Manager's Job Folklore and Fact HENRY MINTZBERG Executive Summary HRB REGULARLY REPRINTS "CLASSIC" ARTICLES that are at least 1 5 years old and that have demonstrated enduring value. In this issue, we present a thoughtful analysis of vv'hat the manager really does. Originally printed in the July-August 1975 issue, Henry Mintzberg's study continues to speak to readers' needs. Requests for reprints for the last tv^o years alone total more than 22,000, Henry Mintzberg asks, "What do managers do?" After conducting his ov/n study of five CEOs and analyzing other studies of managers and how they work, he concludes that managerial work involves interpersonal roles, informational roles, and decisional roles. These roles require a number of skills: developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information net-