Until recently, research into the implementation phase of public policy was focused almost exclusively on the role that direct implementers, that is, “street-level bureaucrats”, play in the implementation process. Although numerous authors study the organizational conditions within which “street-level bureaucrats” operate, the field of public policies is generally less focused on understanding and highlighting the role that the top management of public organizations has in shaping and implementing public policies. This gap in the understanding of the implementation phase of the policy process is filled by the authors Gassner and Gofen (2018), who developed the term “street-level managers” as a version of Lipsky's term “street-level bureaucrats”. While the previous analysis of "street-level management" was mainly concerned with the approach that managers take towards the local target population, as well as the way in which they shape policies and direct their implementation, this paper will deal with the research of the way in which "street-level managers" manage their human resources, more specifically, what are their Management styles and the Management functions they perform. Research on these dimensions was developed by conducting five semi-structured interviews with one specific managerial category - directors of water service companies in Croatia. The obtained findings are then analyzed with a qualitative analytical approach - a thematic analysis and confirm the intertwining of the theoretical framework and the actual findings obtained by the research, thus opening up new topics and making a strong contribution to the research of "street-level management", which is still in its infancy.