Just like Gulick, Mintzberg also studied the description of managerial functions and asked himself what managers really do. In his analysis, he critically reviewed the description of managerial functions according to Gulick and Urwick (1937), the POSDCORB. Mintzberg has the following criticisms on Gulick's POSDCORB:
1. According to Mintzberg, POSDCORB does not describe the actual managerial functions; rather it just specifies some vague objectives that managers seek to achieve.
2. Besides this, according to Mintzerg there are many managerial functions that do not fit into any of the POSDCORB categories. Thus, POSDCORB fails to explain certain jobs. Examples are networking and informal discussions by managers.
3. Finally, Mintzberg concludes that POSDCORB does not help to understand the concept of managerial work at all. Rather, it hinders the search for a deeper understanding of managerial functions.
Mintzberg suggests a more useful alternative that better descr
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