原文：1 2.docVIP

原文：1 2 译文：1 24 原文：2 39 译文：2 49 出处： [1]Henry Mintzberg，The Managers Job: Folklore and Fact ，Harvard Business Review, 2004,01 [2] Peter Cappell, Talent Management for the 21 Century, Harvard Business Review, 2008,8 原文：1 The Managers Job: Folklore and Fact If you ask managers what they do, they will most likely tell you that they plan, organize, coordinate, and control. Then watch what they do. Dont be surprised if you cant relate what you see to these words. When a manager is told that a factory has just burned down and then advises the caller to see whether temporary arrangements can be made to supply customers through a foreign subsidiary, is that manager planning, organizing, coordinating, or controlling? How about when he or she presents an old watch to a retiring employee? Or attends a conference to meet people in the trade and returns with an interesting new product idea for employees to consider? These four words, which have dominated management vocabulary since the French industrialist Henri Fayol first introduced them in 1916, tell us little about what managers actually do. At best, they indicate some vague objectives managers have when they work. The field of management, so devoted to progress and change, has for more than a half a century not seriously addressed the basic question: What do managers do? Without a proper answer, how can we teach management? How can we design planning or information systems for managers? How can we improve the practice of management at all? Our ignorance of the nature of managerial work shows up in various ways in the modern organization-in boasts by successful managers who never spent a single day in a management training program; in the turnover of corporate planners who never quite understood what it was the manager wanted; in the computer consoles gathering dust in the back room because the managers never used the fancy on~line MIS some analyst thought they needed. Perhaps most important, our ignorance shows up in the