We have so far in this book discussed what management’s job is – to the point where it should be evident that it takes more than a long white beard to discharge it. Clearly to be a manager it is not sufficient to have the title, a big office and other outward symbols of rank. It requires competence and performance of a high order. But is the job, then, one demanding universal genius? Is it done by intuition or by method? How does the manager do his work? And what in his job and work distinguishes the manager from the non-manager in the business enterprise?