I manage a set of engineers, a content team, a graphics team, and a QA team. I know a lot of engineers like to say "managers don't do anything" but thats often

I manage a set of engineers, a content team, a graphics team, and a QA team. I know a lot of engineers like to say "managers don't do anything" but thats often when they take a painfully narrow view on production. For example I have to set and square requirements of a technical nature (sometimes down to details) with each of these parties. Decisions like which image format will be best from a size/performance/integration perspective need to be agreed upon by all teams, up to approving designs, ensuring engineering implements them exactly, approving the UX, and making sure the QA team tests for all those standards set. Sometimes I have sit the engineers down and do a brief code-review to ensure they are following the overall architecture of the larger system. Managers do those details on TOP of all the basic things like team budget, hiring/firing, recruitment, organizing new incoming work, and taking care of small HR issues. And at times we have to step in and do the work of any of those teams OURSELVES if there is a temporary gap. That includes and is not limited to coding, designing, and QAing.