Why can’t you buy yourself a Steve Jobs? Part 3

Previously, I described two approaches to the representation of a manager’s work dominant in management science, namely managerial skills and managerial roles. Now it’s time for the third approach, which brings us closest to answering the question – what does a manager do. It’s time for management styles. Management styles were first introduced into general team management by Tannenbaum and Schmidt [1]. A management style is defined as a preferred way of directing people in order to bind together diverse

Continue reading

Why can’t you buy yourself a Steve Jobs? Part 2

In a previous post, I outlined 3 reasons that make it impossible or at least difficult to make a copy of a human in the form of a robot manager from the standpoints of the unpredictability of the world, the impact of the machine on humans and communication. But there is something else in management science that is also blocking progress in automating the work of the manager. What is it? Well, in management science, for decades no one has

Continue reading