Managing [Hardcover]

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.

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