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% 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, and 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 as a whole. The suggestio
A. They provide a clear history of the firm and its evolution.
B. They concentrate scattered memos and directives in One synthetic document.
C. They reflect decision-making and control over company life.
D. They record any individual disagreements with company decisions.
我来回答: