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Mintzberg, Henry – Harvard Business Review, 1975
Contrasts popular myths about managers' duties with the facts, as indicated by various studies of managers and how they function. The author argues that managers often have distorted views of their role, and that they must first recognize what their job really involves in order to perform it effectively. (JG)
Descriptors: Administration, Administrator Education, Administrator Role, Administrators
Hammond, John S., III – Harvard Business Review, 1974
Concentrates on the managerial issues involved in computer planning models. Describes what computer planning models are and the process by which managers can increase the likelihood of computer planning models being successful in their organizations. (Author/DN)
Descriptors: Administration, Administrator Guides, Business Administration, Computers
Leonard, Dorothy; Straus, Susaan – Harvard Business Review, 1997
Managers who foster innovation succeed in getting different approaches to grate against one another in a productive process called creative abrasion. They nurture and know how to use a cognitively diverse environment. (JOW)
Descriptors: Business Administration, Cognitive Style, Conflict Resolution, Cooperation
Nichols, Martha – Harvard Business Review, 1993
Six experts in global sourcing and labor give their opinions on a fictional case study centering on the ethics of child labor used by a multinational company in a developing nation. (SK)
Descriptors: Business Responsibility, Case Studies, Child Labor, Developing Nations
Chamot, Dennis – Harvard Business Review, 1976
White-collar and professional employees are increasingly turning to unions to combat their loss of independence as employees of large organizations. Managers should realize that they and professional employees have different viewpoints about job situations and that the current trend toward white-collar unionism is apt to continue. (JG)
Descriptors: Business Administration, Employer Employee Relationship, Employment Patterns, Labor Relations
Cammann, Cortlandt; Nadler, David A. – Harvard Business Review, 1976
Technologically sound administrative control systems may have undesirable results if they are not properly utilized. Before adopting a control system, a manager should consider how well it fits his managerial style, the organizational climate of the organization, the personality of his subordinates, and the goals of the organization. (JG)
Descriptors: Administration, Administrative Principles, Change Strategies, Employer Employee Relationship
Newman, Ruth G. – Harvard Business Review, 1975
Describes findings of a survey that sought to determine differences in age, administrative responsibility, and salary for corporate executives who change employers relatively often, compared to executives who change employers less often or not at all. Respondents who had changed employers recently were also asked their reason for doing so. (JG)
Descriptors: Administrators, Career Ladders, Employment Patterns, National Surveys
Levinson, Harry – Harvard Business Review, 1974
Chief executive officers (CEOs) often select successors who fail. CEOs may choose badly because they cannot foresee the future, recognize the qualities that led them to success, or betray company traditions. Most often, however, they unconsciously wish to prove that no one can do the job as well as they have. (Author/JF)
Descriptors: Administrative Principles, Administrative Problems, Administrator Role, Administrator Selection
Schaffer, Robert H. – Harvard Business Review, 1974
While most organizations could easily outstrip their current productivity, most managers don't communicate expectations of high achievement in a way that produces results. After analyzing the psychological barriers that keep managers from expecting and demanding more from their subordinates, the author outlines a five-point plan to upgrade…
Descriptors: Administrative Principles, Administrator Guides, Efficiency, Organizational Change
Katz, Robert L. – Harvard Business Review, 1974
A reprint of an article, originally written in 1955. Identifies technical, human, and conceptual basic skills that every successful manager should have in varying degrees, according to the level of management at which he is operating. (Editor)
Descriptors: Administrative Principles, Administrator Characteristics, Administrator Education, Administrator Guides
Harriman, Bruce – Harvard Business Review, 1974
Describes the steps one company took when it found it had serious difficulties. Discusses "up-and-down" theory of communications, which the company used to design its own "upward communications program." Describes each part of the program, explaining how it was set up, what stumbling blocks were encountered, and what successes were experienced.…
Descriptors: Administrator Guides, Communication Problems, Communication Skills, Organizational Theories
Burger, Chester – Harvard Business Review, 1975
Discusses the importance for corporate executives of knowing how to communicate effectively with newsmen, and offers ten specific guidelines for administrators to follow in dealing with the news media. (JG)
Descriptors: Administrator Guides, Administrator Role, Administrators, Communication Skills
Jay, Antony – Harvard Business Review, 1976
Offers guidelines on how to correct things that go wrong in meetings. Discusses functions of a meeting, distinctions in size and type of meetings, the chairman's role, defining meeting objectives, making preparations, and conducting a meeting that will meet its objectives. (Author/JG)
Descriptors: Administrator Role, Administrators, Committees, Guidelines
Gellerman, Saul W. – Harvard Business Review, 1976
Argues that managerial style and substance are inextricably intertwined, illustrating the discussion with excerpts from an extensive study and job analysis of first-line supervisors in a food packaging plant. (JG)
Descriptors: Case Studies, Change Strategies, Job Analysis, Leadership Styles
McClelland, David C.; Burnham, David H. – Harvard Business Review, 1976
Empirical research shows good managers are motivated by a need for power, tempered by maturity and self-control. Workshops can help a manager discover whether he has the correct motivation profile and can help him become a better manager. (JG)
Descriptors: Administrator Characteristics, Administrators, Improvement Programs, Individual Power
