Critique"the Manager’s Job: Folklore and Fact"
|The Manager’s Job: Folklore and Fact |September 28 |
| |2012 |
| |Friday Library |
| |1:00Pm |
Individual Critique
The Manager’s Job:
Folklore and Fact
By Henery Mintzberg
Summary
• Does anyone can fully expound what is manager’s job? The purpose of the article is to explore this question based on our bias and the essence of the managerial work. From a academic viewpoint, management can be divided into four elements,” Planning, Organization, Co-ordination, Direction and Control” ( Gerald J. Cohen 1985 p.41 ), this four elements come close to our popular description about manager’s job that “should plan things carefully and scientifically; shouldn’t follow daily rituals; should procure information from a certain tremendous system; should be conducted in a mature and systematic way.”( Henry Mintzberg n.d. ). However, the real fact based on aurthor’s opinion runs in opposite direction, with all the idiographic illustrations and empirical analyses are given, author doesn’t fully conclude all the reasons why managers don’t always know what they do and what factors make them confused about their own job.
• Afterwards, the article describes manager’s job can be generally divided into 10 roles and they are basically interrelated and interact on each other. Nevertheless, some data come from aurthor’s old research in 1973, It will enable the reader to doubt the validity of conclusions.
• In the last part, aurthor shows what chanlleges that managers are facing
| |2012 |
| |Friday Library |
| |1:00Pm |
Individual Critique
The Manager’s Job:
Folklore and Fact
By Henery Mintzberg
Summary
• Does anyone can fully expound what is manager’s job? The purpose of the article is to explore this question based on our bias and the essence of the managerial work. From a academic viewpoint, management can be divided into four elements,” Planning, Organization, Co-ordination, Direction and Control” ( Gerald J. Cohen 1985 p.41 ), this four elements come close to our popular description about manager’s job that “should plan things carefully and scientifically; shouldn’t follow daily rituals; should procure information from a certain tremendous system; should be conducted in a mature and systematic way.”( Henry Mintzberg n.d. ). However, the real fact based on aurthor’s opinion runs in opposite direction, with all the idiographic illustrations and empirical analyses are given, author doesn’t fully conclude all the reasons why managers don’t always know what they do and what factors make them confused about their own job.
• Afterwards, the article describes manager’s job can be generally divided into 10 roles and they are basically interrelated and interact on each other. Nevertheless, some data come from aurthor’s old research in 1973, It will enable the reader to doubt the validity of conclusions.
• In the last part, aurthor shows what chanlleges that managers are facing
References: 1. Gerald J. Cohen. (1985) ‘The Nature of Management’. no editor to be found. The Nature of Management. London: Graham & Trontman Limited, 41. 2. Henery Mintzberg (n.d) data from the article itself. 3. Rosemary Stewart. ( 1967 ) data from the article itself. 4. John Adair. (1982) ‘ Effective Time Management’. In: Mackays of Chatham plc, Chatcham, Kent, ed. Effective Time Management. Great Britain: The Talbot Adair Press, 28-33. 5. Henery Mintzberg. (2009) ‘Managing’. In: Michael Bass Associates, ed. Managing. United States of America: Berrett-Koehler Publishers, Inc, 35. 6. Henery Mintzberg. (n.d.) from the article. Restrospective Commentary. 6. Richard Scase & Robert Goffee. (1989) ‘Reluctant Managers’. In: Unwin Hyman, ed. Reluctant Managers. Great Britan: Academic Division of Unwin Hyman Ltd, preface. 7. Michael Armstrong. (1998) ‘ How to Become an Even Better Manager’. In: no editor to be found. How to Become an Even Better Manager. Great Britain: no publisher to be found, 1. ;