Beyond the Analytic Manager, Part I

by Harold Leavitt



The article is intended to alert managers and to stimulate them to reconsider some implicit beliefs about what is or is not good managerial thinking, good problem solving or a good mind. The article also examines the limits of the analytic method and the role of the rational analyst in quantitative analytic approaches to management. It discusses the reason why the emphasis on analytic thinking has taken a great leap forward in management. It reveals the serious complaints about the hard-headed analyst in management. It also explores some of the social problems generated by the rise of the analyst in organizations.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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