[单项选择]

Managers spend a great deal of their time in meetings. According to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22 per cent of their time on meetings. So what are the managers doing in those meetings There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings.
The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, add often humorous, body of literature on gamesmanship and posturing in meetings.
It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the truth a
A. They can show off their talent.
B. They make them feel they belong to a team.
C. They are a welcome break from daily routine.
D. They are a useful alibi for inaction.

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