We know more about the motives, habits, and most intimate arcana of the primitive people of New Guinea or elsewhere, than we do of the denizens of the executive suites in Unilever House.
Roy Lewis and Rosemary Stewart (1958:17)
A half century has passed since the words above were written, and they still hold true. Yet it is easy enough to find out what managers do. Observe an orchestra conductor, not in performance but during rehearsal, to break through the myth of the manager on a podium. Sit in as the managing director of a high-technology company joins the discussion of a new project. Take a walk with the manager of a refugee camp as he scans attentively for signs of impending violence.
Finding out what managers do is not ...