Customer Reviews

Managing (Financial Times Series)

5 star:		(9)
4 star:		(1)
3 star:		(2)
2 star:		(0)
1 star:		(2)

 

 

I will have to respectfully disagree with the other reviewers here. While Mr. Mintzberg presents a very comprehensive picture of all aspects of managing, the synthesis of those thoughts and his conclusions were so qualified that, in the end, the book was vaguely descriptive of what is probably intuitively obvious to managers rather than insightful or instructive. In that sense, the book was as provocatively simple yet unsatisfying as the title for me.

I can see how there might be value to a reader who, suffering from the frenetic lifestyle described in the book, seeks a frame of reference to reflect on their circumstances, draw some comfort that they are not alone, and then ultimately embark on their own introspection about how to be better managers. I was hoping for an outcome that was perhaps more assertive in its conclusions. I found what was there to be too obvious ("All too often, when managers don't know what to do, they drive their subordinates to 'perform'") or to be characterized as, "you just have to know" ("Over time managing has to function in a dynamic balance"; "management may not be a science, but it does need some of the order of science, whihle being rooted in the practicality of craft, with some of the zest of art").

It may have some value to a reader as a starting point, but I personally did not come away with a sense of completion. I felt like I was prepared well for a message that never materialized.

Mintzberg presents the most comprehensive and descriptive model of management functions I have seen. His model describes three planes that represent where managing takes place. The planes are the information plane, the people plane and the action plane.

I will not describe his model in detail here. However it is important to note the model is not simple. It has been my personal experience that people and organizations crave simplifying assumptions to the point they embrace them as the only truths that are needed. So, if you are looking for the "three steps to..." or the "five essential factors..." or the "eight ways to" this book is not for you.

There is nothing inherently wrong with simplifying assumptions as long as we remember circumstances and context are always more complicated than that. Mintzberg correctly points out how a lot of management or leadership books focus on one competency or aspect and what is needed is a balance/blending of many aspects. Specifically he states "...it is time to recognize that managing is neither science nor a profession; it is a practice, learned primarily through experience, and rooted in context."

Therefore, if you are a manager and believe you can always get better at it, this is a book you should read. It provides a context for management. It does not tell you what to do in specific situations. I personally believe that greatness (at anything) is the summation of knowledge of a lot of little things. Everyone can get the basics right but it is the subtleties that result from knowledge and real life experience that result in exceptional levels of performance.

With regard to the book itself the book has key points in bold text and this makes it easy for time constrained readers to quickly scan to items of importance and and then dive in where there is an interest.

Here are ten interesting and/or valuable points I found in the book. There are many more but I will just list these from my perspective:

I. Much of an informed manager's information is not even verbal so much as visceral...seen and felt more than heard.

II. In the leading role managers help to bring out the energy that naturally exists in people.

III. Managers are gatekeepers and buffers in the flow of influence. (Mintzberg's description of 5 ways managers can get this wrong is priceless)

IV. The pressures of managing are not temporary but perpetual.

V. Managing is no job to approach with hesitation: it simply requires too much of the total person.

VI. Successful managers are flawed, we are all flawed, but there particular flaws are not fatal, at least under the circumstances.

VII. Managing contains many inescapable conundrums. (Chapter 5 documents these and is worth the price of the book by itself)

VIII. The self study questions for managers in Chapter 6 are a powerful tool to improve your performance as a manager.

IX. A remarkable number of effective managers are reflective: they know how to learn from their own experience; they explore numerous options; and they back off when one doesn't work to try another.

X. Measure what you can, but then be sure to judge the rest: don't be mesmerized by measurement.

If you are a high level leader this is a book that is worthy of giving to your managers and then scheduling a monthly meeting where a single chapter is reviewed and the important points and take-aways are discussed.

Dr. James T. Brown PMP,PE,CSP

Author, The Handbook of Program Management

Thirty-five years ago (today) I hooked on with a company (Enterprise Rent-a-Car) as a "Management Trainee", having no idea where that would eventually lead me. As I rose up the ranks, I eventually became a successful General Manager, made a lot of dough, and was given the golden parachute out the door after a nice 26 year run. When I retired (on 010101), I felt like I was a pretty good manager.

After reading Henry Mintzberg's remarkable study into the complex world of "management", I now realize that I may have been good at what I did, but I most certainly could've been a little better. It's a humbling revelation; but I can live with that. The truth is, most hot shot managers (at any level) could stand to read this book---the definitive book on management that I've ever read; from one of the great management gurus to come along since Peter Drucker.

Effective management is a lot more complex than I originally thought; although a lot of the subtle nuances came easily to me; still, I never gave a lot of the skills required much thought, until now. Mintzberg breaks down the process into three distinct categories---information, people & action---and you'd better be on top of your game in all three to be a truly effective head honcho.

I've read hundreds of books on the subject, but this one with the very simple title, is quite possibly the most relevent one of the bunch. For anyone in any management capacity in any field, this is a vital book to digest. It well help you understand what it takes to really know the key ingredients in becoming a successful manager; actually, a highly successful manager.

Mintzberg condemns the recent diminishment of management status in the face of too much leadership hype. Some well-paid consultants might be dismayed by Mintzberg's suggestion - that the romance with leadership is over. Others will relish the brazen challenge to a 10 yearlong obsession with leadership as a one-stop solution to everything! Mintzberg releases both management and leadership from unrealistic expectations that can never be fulfilled on their own. He also firmly closes the door on the debate about the differences between leadership and management; pronouncing the two as falsely separated. Mintzberg declares that we need both together, each not able to exist without the other. The time for good management by leaders is now!

Titling the book "Managing" is inspired. By using a verb, Mintzberg captures the essence of his argument that management is a practice, rather than a title, a role or set of procedures. His presentation of the practice of management gives acknowledgement to the daily, minute-by-minute thoughts and actions, the "doing's" and thinking in the life of any busy manager /leader.

Rather than be miffed by Mintzberg's proposition that all managers are flawed, this book can offer real acknowledgement of the realities of the job: constant interruptions, endless crises, urgency, contradictions and wide ranging demands. Most helpful is his outline of 13 Management Conundrums that sum up common dilemmas faced on the job. One example is "The Syndrome of Superficiality" where managers need to be speedy without becoming superficial. "I don't want it good - I want it Tuesday!" Reading the conundrums was comforting - putting names to the quandaries that come with management territory. It is a tough job.

Change is not constant! Mintzberg also challenges the widespread rhetoric about constant and dramatic change. He reminds us that so much has stayed the same and managers are working in times of "less change than we might think". I have often wondered if constant change is used as an excuse for bad management practice and Mintzberg book would confirm this suspicion.

Those of us trained in therapy or social work will be interested in the recent tendency for management theorists to embrace family therapy models in their work. Mintzberg seems newly aware, using a therapeutic framework to inform his chapter on effective management. Patrick Lencioni (of Dysfunctional Teams fame) is also tipping into writing about families. This can only be a healthy direction for business!

Critics of "Managing" might say that Mintzberg is light on recommendations for managers facing conundrums. But I was happy with his simple, uncomplicated advice: reflection and peer learning! These are of fundamental importance for management and leadership development and often overlooked in favour of MBA type classroom options.

Read the book; feel acknowledged and more accepting of the tough role of managing. And for those very busy managers, be reminded that real managers are doing incredibly well amidst the unrelenting pace. Just make sure to carve out the time to reflect and to connect and learn with your peers. Medals for everyone who is managing!

Henry Mintzberg has done it again.

As a management professor myself, over the years I have felt his influence on me in two respects: what I teach and how I teach it. In relation to the latter, his insights into the power of reflective thinking - most extensively outlined in Managers, Not MBAs - are profound. This is a book which ought to be ready by every professor of management - and twice by every business school dean.

His latest book is also of value not only to those who manage but to those who engage with others in learning about it. Mintzberg has the unusual ability to distil things to their essence, while avoiding simplistic solutions.

If you buy just one book about management this year, make it this one.

Every manager and every management student should read this book. Mintzberg explains how management is like typing - many people perform each but few are professionals at either.

Managing, believes scholar Henry Mintzberg, is different from leading. To study which skills are essential to good management, Mintzberg spent an entire day one-on-one with 29 managers from different kinds of organizations and from different sectors - including banking, retail, filmmaking, government, nonprofits and healthcare. Mintzberg looked at managers who worked in the executive suites as well as on the front lines. He learned that although managers differ considerably in their activities, the skills they need are surprisingly similar. Although quite general and not entirely new, getAbstract recommends this comprehensive guide to managers, executive placement experts, consultants, students and others who wish to get back to basics and to develop the traits essential to becoming an effective, able manager.

Great book: confirms the saying that a good book is the best way to learn the best from somebody else's life! Pragmatic approach to improve your management skills.

Henry Minzberg continues to slam dunk in the management field with this his latest gem. It's always a relief to read a book and not get guilty about my perceived short comings in managing practice. Thank you, Henry - keep them coming.

Mintzberg says what Management truly is. After decades of "soft" leadership books at last a book that talks of the hard side of management. A gem.