Managing (Audible Audio Edition) Henry Mintzberg Jim Manchester Inc Blackstone Audio Books
Download As PDF : Managing (Audible Audio Edition) Henry Mintzberg Jim Manchester Inc Blackstone Audio Books
This landmark book draws on Henry Mintzberg's observations of 29 managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw - the pressures, the action, the nuances, the blending - compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context.
This book is vintage Mintzberg iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.
Winner of the CMI Management Book of the Year!
Managing (Audible Audio Edition) Henry Mintzberg Jim Manchester Inc Blackstone Audio Books
He goes on and on about how all the big names in management have it wrong. He repeatedly says most managers spend very little time on what the likes of Drucker et al call managing. Anyone who stops and thinks for just a moment knows managers days are constantly interrupted, they spend a lot of time building relationships with people inside and outside their organization, and often have to get involved in the details of a particular project, problem, etc. I will add, these are common things that most non-managers also experience, perhaps to a lesser degree.That does not mean that the rest of the management gurus have it wrong. It only means they did not cover what was obvious to all.
His writing also leaves a lot to be desired. I had to struggle to finish his book. If it was not for a class, I would have ditched it 20% in.
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Managing (Audible Audio Edition) Henry Mintzberg Jim Manchester Inc Blackstone Audio Books Reviews
This book not only gave the insights into the mind of Mintzberg as the father of (post-modern) management theory, it provided real world assessments that I used with my managers. I recommend copying chapters of the book or the quizes and reviewing them at your monthly manager meetings.
Great book on management, I would highly recommend going through and outlining each chapter for future reference
This may be the best pure book on managing I've ever read. I've been trained in management by IBM, and have been managing on and off for the last 20+ years, and Mintzberg's approachable, no-nonsense style truly crystalizes the conundrums and dysfunction of management I've been experiencing.
I now teach management at a university, and I draw quite a lot from Mintzberg's findings and wisdom. It's easy to get lost in the leadership fray, as now so many consider themselves experts in the field due to recent mild success. Mintzberg famously says that, "We should be seeing managers as leaders, and leadership as management practiced well."
As leadership fills book stores with anecdotes and platitudes, "Managing" will continue to laud those in the trenches that are actually managing continuity while change takes center stage, plying the craft while heroics and art take the limelight, and holding two opposed ideas in their minds at the same time while others search for the singular secret.
I had to read this book for a class and I didn’t particularly enjoy it. Mintzberg comes off very salty when discussing topics like leadership and MBA programs at prestigious universities. He also repeats himself a lot. He does make a lot of great points, but if you’re looking for a book that will help you become a better manager this is not it.
In this book, simply called "Managing" by management guru Henry Mintzberg, he explores the topic of management from the perspective of how it is actually done versus how it is ideally done. Mintzberg takes to the task to describe management by following twenty-nine managers for one day in their daily lives. He tries to look for patterns that he learned across these and tries to link that back to management theories. He also creates his own model of what management is about...
The book is only about 300 pages and of that there is about 240 pages of content and then an appendix that summarizes the observations that Mintzberg had made while observing managers. The 240 pages are divided in 6 chapters. The first chapter is very short and is more or less an introduction chapter to the rest of the book. The second chapter is also short-ish which explores some characteristics and folklore about management.
In the third chapter, Mintzberg proposes his model of management, of multiple planes both inwards and outwards focused. It is an interesting yet somewhat theoretical model. Most of chapter three explains his model, using stories from his observation of managers to clarify and show what he means. This is something that is done throughout the book.
In chapter 4, Mintzberg mentions that management is a very dynamic profession and wonders what factors influence the different way of practicing management. He looks at several factors and uses the observations of managers as a way of analyzing these factors and concludes which factors influence the way management is performed the strongest.
Chapter 5 was probably my personal favorite, which is called "The inescapable conundrums of managing" and he explains what conundrums managers have when practicing their profession. I liked this chapter a lot because it shows that managers often focus too much on one aspect and that causes some organizational dysfunctions. I've seen a lot of the conundrums and effects of those in reality, making this a fascinating chapter.
Chapter 6 tries to come to a conclusion and tried to give some recommendations about how to be an effective manager. The first part is interesting where it looks for interests (threads), but the second part focuses a lot on promoting the management education from Mintzberg himself. I was a bit annoyed by this and think it actually made the book worst.
All in all, it is an interesting book. Some parts were really good (Mintzbergs model of management and the conundrums) and some parts weren't very good (the last chapter). All in all, I did feel the book was quite traditional on management and organizations which bothered me personally a bit. Also, I was conceptually a bit bothered by the approach taken. When we take 29 managers and observe them and extract the theory of management from this practice, then shouldn't we first conclude these were actually good managers? What if they were horrible managers in practice, then the theory of what management is is influence by rather bad examples. Also, instead of looking at what management is, I'm more interested in what it can be. But, I guess that Mintzberg was tired of books about what management can be (most other books, I guess) and chose to just focus on what it actually is. It is the strength of the book... and its weakness.
All in all, when interested in management theory, this is a decent to good book. I would rate it between 3 and 4 stars and decided to go with 3 as I felt there was a bit too much promotion of his management education program. Pretty good.
He goes on and on about how all the big names in management have it wrong. He repeatedly says most managers spend very little time on what the likes of Drucker et al call managing. Anyone who stops and thinks for just a moment knows managers days are constantly interrupted, they spend a lot of time building relationships with people inside and outside their organization, and often have to get involved in the details of a particular project, problem, etc. I will add, these are common things that most non-managers also experience, perhaps to a lesser degree.
That does not mean that the rest of the management gurus have it wrong. It only means they did not cover what was obvious to all.
His writing also leaves a lot to be desired. I had to struggle to finish his book. If it was not for a class, I would have ditched it 20% in.
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