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Simply Managing: What Managers Do - and Can Do Better (Financial Times Series)
 
 

Simply Managing: What Managers Do - and Can Do Better (Financial Times Series) [Kindle Edition]

Henry Mintzberg

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Product Description

Review

Winner of the Chartered Management Institute's Management Book of the Year award. One of strategy+business magazine's top three management books of the year. One of the Toronto Globe and Mail's top ten business books of the year: "Henry Mintzberg is a fine writer, with a penchant for humor." One of Choice magazine's top ten outstanding books of the year: "Mintzberg does not accept conventional wisdom--he challenges it constantly...erudite as well as practical." One of Library Journal's top business books of the year.

Product Description

This book slims down his award-winning work Managing (2009) and provides streamlined advice to help new and experienced managers get it right.

 

Simply Managing answers questions including:

  • How do I deal with the pressures of management?
  • What are the most important elements of my job? And how do I get them right?
  • How do I connect in a job that’s intrinsically disconnected?
  • How do I maintain confidence without becoming arrogant?
  • What are the cornerstones of effective management?

 

It provides thoughtful, yet practical advice from one of the world’s most influential management thinkers.


Product details

  • Format: Kindle Edition
  • File Size: 1097 KB
  • Print Length: 208 pages
  • Simultaneous Device Usage: Up to 5 simultaneous devices, per publisher limits
  • Publisher: FT Publishing International; 1 edition (6 Sept. 2013)
  • Sold by: Amazon Media EU S.à r.l.
  • Language: English
  • ASIN: B00F0LME9O
  • Text-to-Speech: Enabled
  • X-Ray:
  • Word Wise: Not Enabled
  • Amazon Bestsellers Rank: #333,439 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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More About the Author

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

"Perhaps the world's premier management thinker". Tom Peters

Customer Reviews

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Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com: 4.6 out of 5 stars  7 reviews
10 of 10 people found the following review helpful
4.0 out of 5 stars The pressures of management described 8 Aug. 2013
By John Gibbs - Published on Amazon.com
Format:Kindle Edition|Verified Purchase
Effective managing requires some blend of art, craft and science, whether in the person of the manager alone, or else in a management team that works together, according to Henry Mintzberg in this book. The book is described as a condensed version of the author's earlier book Managing, streamlined for busy managers.

The author expresses a number of controversial views about managing, including:

* Management is not something different from leadership
* Management is a practice, not a profession or a science
* The practice of management is not undergoing change
* Managers have to become proficient at being superficial
* Managers in jobs where they have little to do cause trouble
* There is no such thing as a professional manager - who can effectively manage anything - because the abilities required of a manager depend on the job context

Throughout the book, the author insists that management cannot be taught in a classroom; it can only be learned on the job. Presumably, then, management cannot be learned by reading a book either, so what is the value in reading this book, and does it help you to become a better manager? According to the author, his objective is to help the reader to understand managing better, so the book focuses on describing management rather than explaining how to do it. The author describes chapter 5 as the most important, dealing with conundrums faced by managers, including:

* Pressures to get things done inevitably prevent managers from addressing problems at a deep level
* Pressures to get things done also mean there is inadequate time for planning, and strategic planning is rarely effective
* It is very difficult to see the big picture and the little details all at the same time
* The manager is supposed to stay in touch, but the very nature of managing causes disconnection
* Managers have difficulty delegating because they are better informed than the people to whom they have to delegate
* The quality of data on which the manager has to rely is never as good as could be desired
* Managers try to bring order, but the practice of management is inherently chaotic
* Managers need to be confident but not arrogant, and the borderline between the two is often difficult to find

If you are the type of manager who derives comfort from discovering that a management expert agrees that the difficulties you face in your daily job are indeed difficulties, then this is the book for you.
1 of 1 people found the following review helpful
5.0 out of 5 stars A Masterpiece 16 Sept. 2014
By ServantofGod - Published on Amazon.com
Format:Paperback
When it comes to popularized management/leadership wisdom, there are a lot of balloons of ignorance out there, many of them reinforced by self interest and self confidence. Fortunately Henry Mintzberg is also out there, popping those balloons with intelligence, style and wit. You can learn a great deal, about management and otherwise, by reading this masterpiece.

p.s. Below please find some of my favorite passages for your reference.
How you would like to be managed by someone who doesn't lead? That would be dispiriting. Well, then, why would you want to be led by someone who doesn't manage? That could be disengaging; how are such leaders to know what is going on? Pg7
Today we should be more worried about macroleading from people in senior positions who try to manage by remote control, disconnected from everything except the big picture. It has become popular to talk about us being overmanaged and underled. I believe we are now overled and undermanaged. Instead of distinguishing leaders from managers, we should be seeing managers as leaders, and leadership as management practiced well. Pg7
Managing - Put together a good deal of craft with the right touch of art alongside some use of science, and you end up with a job that is above all a practice, learned through experience and rooted in context. Pg9
To succeed, manages have to become proficient at their superficiality. It has been said that an expert is someone who knows more and more about less and less until finally he or she knows everything about nothing. The manager's problem is the opposite: knowing less and less about more and more until finally he or she knows nothing about everything. Pg21
Thinking is heavy - too much of it can wear a manager down - while acting is light - too much of that and the manager cannot stay put. Moreover, too much leading can result in a job free of content - aimless, frameless, and actionless - while too much linking can produce a job detached from its roots - it becomes public relations. The manager who only communicates never gets anything done, while the manager who only does ends up doing it all alone. And the manager who only control risks controlling an empty shell of yes men and women....The manger has to practice a well-rounded job. Pg66
Effective managers do not exhibit perfect balance among the roles, but rather a dynamic balance across them, as they tilt back and forth between them. Pg70
It has been said of great athletes that they see the game just a little bit slower than the other players, and so they can make that last second maneuver. Perhaps this is also a characteristics of effective managers; faced with great pressure, they can cool it, sometimes just for a moment, to make that thoughtful maneuver. Pg110
All alone, the managers have to convey the impression that they know where they are going, even when they are not sure, so that others feel safe to follow. In other words, managers often have to feign confidence. For modest managers, this can be difficult enough; for the supremely confident, it may be not difficult at all, just catastrophic. Pg131
Events are always unfolding. And major events usually unfold unpredictably. So the trick is to know when to wait, despite the cost of the delay, and when to act, despite unforeseeable consequences. Pg134
These paradoxes, predicaments, labyrinths, riddles and others are built into managerial work - they are managing - and there they shall remain. To repeat a key point, they can be alleviated but never eliminated, reconciled but never resolved. Pg138
Managers certainly think in order to act, but they also act in order to think - to discover what works. And above all, they think while they act. Pg161
2 of 2 people found the following review helpful
5.0 out of 5 stars Simply great, simply Mintzberg 26 April 2014
By Vitek Filip - Published on Amazon.com
Format:Audio CD|Verified Purchase
If you have read something from Mintzberg before you gonna like it as much as you did the previous bits.

If you have never read anything from him, than this is a must read author for managerial literature, the Jamie Olivier of management practice.
4.0 out of 5 stars excellent and quick read! 8 April 2014
By Amazon Customer - Published on Amazon.com
Format:Kindle Edition|Verified Purchase
Good book to share with your team of leaders. You can learn something from this book regardless of your level in management.
4.0 out of 5 stars The first half of this book is a condensed version ... 14 Nov. 2014
By Joseph N. Scudder - Published on Amazon.com
Format:Paperback|Verified Purchase
The first half of this book is a condensed version of the unique contribution of Mintzberg of what managers really do. The last half of the book loses my interest. Perhaps that is just me. I don't find the clarity and sense of direction in the last part of the books that I see in the first part.
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