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Organising the work
.
The work to be done in the organisation must be divided into manageable 
activities and manageable jobs. The jobs must be integrated into a formal organisation structure, 
and people must be selected to do the jobs. 
(c) 
Motivating
employees and communicating information to them to enable them to do their work. 
(d) 
The job of measurement
.
Management must: 
(i) Establish 
objectives
or yardsticks of performance for all personnel 
(ii) Analyse 
actual performance
, appraise it against the objectives or yardsticks which have 
been set, and analyse the comparison 
(iii) 
Communicate 
the findings and explain their significance both to subordinate employees 
and to superiors 
(e) 
Developing people
. The manager 'brings out what is in them or he stifles them. He strengthens 
their integrity or he corrupts them'. 
Every manager performs all five functions listed above, no matter how good or bad a manager they are. 
However, a bad manager performs these functions badly, whereas a good manager performs them well. 
Unlike Fayol, Drucker emphasised the importance of 
communication 
in the functions of management. 
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
304
 
2.6 Mintzberg: the manager's role 
Mintzberg
described managerial roles, arguing that management is a disjointed, non-systematic activity. 
Henry Mintzberg (1989) did a study of a relatively small sample of US corporations to see how senior 
managers actually spend their time. He suggests that in their daily working lives managers fulfil three 
types
 
of managerial role.