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Henry Mintzberg
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Managing Paperback – 1 January 2018

by Henry Mintzberg (Author)
4.3 out of 5 stars 88
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A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But "instead of distinguishing managers from leaders," Henry Mintzberg writes, "we should be seeing managers as leaders, and leadership as management practiced well." Mintzberg aims to restore management to its proper place- front and center.

To gain an accurate picture of management as practiced rather than management as preached, Mintzberg watched twenty-nine different managers work a typical day. They came from business, government, and nonprofits, from all sorts of industries, including banking, policing, filmmaking, aircraft production, retailing, and health care, and worked in diverse settings ranging from a refugee camp to a symphony orchestra. These observations form the empirical basis for this book.

Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management books-realities like the unrelenting pace, the frequent interruptions, and the dizzying variety of activity make that impossible. Recognizing this, he outlines a new model of management- not a list of tasks but a dynamic process in which managers accomplish their purpose working through information, through people, and, more rarely, through direct action. Mintzberg describes the various roles managers adopt to function on these three planes, emphasizing that they must work on all of three simultaneously, determining the balance best suited to their specific, unique situation. Which is why management, Mitzberg insists, is not a profession-"it is a practice" he writes, "learned primarily through experience, and rooted in context."

Having established the nature of modern management, Mintzberg looks at the varieties of managing experience. He identifies twelve factors that influence managing, highlighting the ones that are truly important (not necessarily the ones you'd think) and offers an illuminating typology of different approaches to management-what he calls postures of managing. He provides insightful ways of dealing with some of the most vexing conundrums managers face, and ultimately pulls everything together to offer a comprehensive picture of true managerial effectiveness-an approach he calls "engaged management."

This book is vintage Mintzberg- provocative, irreverent, carefully researched, myth-busting. It is the most authoritative and revealing book yet written about what managers do, how they do it, and how they can have the greatest impact.
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  1. Print length
    320 pages
  2. Language
    English
  3. Publisher
    Berrett-Koehler
  4. Publication date
    1 January 2018
  5. Dimensions
    15.57 x 2.18 x 23.5 cm
  6. ISBN-10
    9781605098746
  7. ISBN-13
    978-1605098746
  8. See all details
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About the Author

Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal and the winner of awards from the most prestigious academic and practitioner institutions in management (Harvard Business Review, Academy of Management, Association of Management Consulting Firms, and others). He is the author of fifteen books, including Managers Not MBAs, Strategy Safari, The Rise and Fall of Strategic Planning, and Mintzberg on Management, and is a founding partner of www.CoachingOurselves.com. For more information on his activities, visit www.mintzberg.org.

Product details

  • ASIN ‏ : ‎ 1605098744
  • Publisher ‏ : ‎ Berrett-Koehler (1 January 2018)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 320 pages
  • ISBN-10 ‏ : ‎ 9781605098746
  • ISBN-13 ‏ : ‎ 978-1605098746
  • Dimensions ‏ : ‎ 15.57 x 2.18 x 23.5 cm
  • Customer Reviews:
    4.3 out of 5 stars 88

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Free Thinker
5.0 out of 5 stars A useful book by a business professor who understands management
Reviewed in Canada on 25 October 2011
Verified Purchase
If you are familiar with the usual lows of the management books genre, Mintzberg's work is a pleasant surprise: you don't find here yet another pointless "study" full of trivia and gossips about glamorous CEOs earning tens of millions managing well known multi-billion dollar corporations.

The author's beginning point is simple: "We can neither do without managers nor afford to idolize them" (p.148).

His approach outlines a fruitful and novel framework for evaluating and building effective management. Like Drucker, Mintzberg recognizes that general management is a genuinely independent discipline. On the novelty side, he persuasively argues that management is most importantly a PRACTICE which, quite unmetaphorically, has the dimensions of art, craft and science.

In addition to providing a fruitful and practical evaluation framework, this book presents a detailed argument, backed up by useful study cases, designed to show that general management is not reducible neither to a sum of its functional sub-disciplines such as accounting, HR, operations, sales, marketing, project management and technology nor to semi-mystical personal qualities of charisma/leadership beloved by "business gurus" and self-help books industry.

Recommended read for managers, board members and aspiring managers.
One person found this helpful
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Dr. James T. Brown
5.0 out of 5 stars A must read for those serious about management...
Reviewed in the United States on 31 August 2009
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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
22 people found this helpful
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Peter de Toma sen.
3.0 out of 5 stars "Managing" for scholars not so much for practitioners
Reviewed in Germany on 17 March 2011
Verified Purchase
Mintzberg is the author of two out of The 100 Best Business Books you will never have time to read": "The Nature of Managerial Work" and "The Rise and Fall of Strategic Planning". Both deserve that ranking. I appreciate Mintzberg as a Management authority. "Managing" itself is neither a "best business book" nor a "bad business book".
Based on business management experiences since 1981 and intensive business management book studies I agree with the following important and interesting parts in "Managing":
- "We should be seeing managers as leaders and leadership as management practiced well" (see P. Drucker).
- "Managing is a practice; learned primarily through experience, and rooted in context" (see P. Drucker).
- "There is no `one best way' to manage; it depends on the situation."
- "National culture has surprisingly little effect on the content of managing" - corporate culture as a glue.
- "The culture of an organization may be rather difficult to establish...rather easy to destroy..."
- "The manager has to practice a well-rounded job instead of lopsided managing" - stakeholder focus.
- "Managing styles as Art, Craft, Science" is an appropriate model for management practices.
- "We can neither do without managers nor afford to idolize them."
- "Strategies can form without being formulated: they can emerge through efforts of informal learning..."
- "The Mysteries of Measuring": importance of "plain old judgment" - I add "sound business judgment".
- "Paradoxes and predicaments, labyrinths and riddles, are built into managerial work."
- "A remarkable number of effective members are reflective, know how to learn, explore, back off, try..."
- "Management Styles" as described by Ichak Adizes, an excellent reference model published in the 70s.
- The author's references to his excellent book "Managers Not MBAs".
I have strong doubts about the practicability of the following parts of "Managing":
watching 29 managers in business, government, health care and social sector on one day is not an appropriate methodology to draw general conclusions about "Managing", maybe it is good enough to confirm Mintzberg's own view developed during decades;
I prefer the new and excellent "St. Galler Management Model" compared to the "general model of managing" in chapter 3;
the model of "controlling through decision making" is no real help for practitioners;
"The Untold Varieties of Managing" in chapter 4 and "The Inescapable Conundrums of Managing" are partly true and partly abstract and misleading;
in chapter 4, pg. 131 Mintzberg raises the question "Is the Manager a Chameleon?" which triggers my impression that the whole book is a kind of chameleon which I would not recommend to newly appointed managers looking for guidance and orientation;
the "postures of managing" represent efforts to rename motherhood activities;
Mintzberg positions the World Wide Web, the Linux Operating System, Wikipedia, the so called open source systems as "Minimal Managing", thus he is totally ignoring and underestimating the management efforts to develop and keep such systems going;
readers interested in "Managing Effectively" (chapter 6) should better read Peter Ducker's "The Practice of Management."
3 people found this helpful
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Designer
5.0 out of 5 stars みんな同じ事で悩んでいるのかも。
Reviewed in Japan on 16 February 2010
Verified Purchase
色々な本や論文を引用しながら書かれているので、次に買う本の参考になるかもしれません。
色々なマネージャーの極意を書いた本があるが、ある一面しか取り上げておらず、各本の総ての要素を状況に応じて管理職の人は満たさないといけないとのこと。
非公式なトイレでの会話等のようなところの部下の言葉が意外にも心に引っかかってくるようで、本来すべき仕事は部下や同僚の報告等で細切れにしかできていない。ＴＶドラマで観られるような一つのことに集中できる環境からはどんな企業の管理職でも程遠いそうです。部下に任せることの心理的な難しさも書かれてあり、結構細かいところまで口を挟んでいる方もいらっしゃるようです。案外人間ってどんな立場の人でも同じことに悩んでいるんだと思いました。
One person found this helpful
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Michael R. Myers
5.0 out of 5 stars Experienced based, stimulating insights
Reviewed in the United States on 8 February 2024
Verified Purchase
Excellent collection of management wisdom.
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