This book is about the inner workings of an administrative system in the public sector, and is a study of what managers actually do. It looks at why they act in the ways they do, what influences their focus of attention, which issues or people within an organization attract them, and which they avoid. Its clarity of style and lack of academic jargon makes it accessible to non-specialists.
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Managers Managing describes three frames with which to assess the empirical and behavioral data that provide realistic and behavorial data that provide realistic interpretations of behavior in organizations: distinguishing between behavior in the interest of the organization; reliance on the social structure of the administrative system for action cues; and the frequent ambiguous, subjective nature of performance assessment.
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