THE MANAGER AND HIS WORK
"Long white beard" or "universal genius"?--How does the manager do his work?--The work of the manager--Information: the tool of the manager--Using his own time--The manager's resource: man--The one requirement: integrity--What makes a manager?--The manager as an educator--Vision and moral responsibility define the manager.
IT WAS Bismarck, I believe, who said: "It's easy enough to find a Minister of Education; all the job needs is a long white beard. But a good cook is different; that requires universal genius."
We have so far in this book discussed what management's job is-- to the point where it should be evident that it takes more than a long white beard to discharge it. Clearly to be a manager it is not sufficient to have the title, a big office and other outward symbols of rank. It requires competence and performance of a high order. But is the job, then, one demanding universal genius? Is it done by intuition or by method? How does the manager do his work? And what in his job and work distinguishes the manager from the nonmanager in the business enterprise?
A manager has two specific tasks. Nobody else in the business enterprise discharges these tasks. And everyone charged with them works as a manager.
The manager has the task of creating a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it. One analogy is the con