Shortlisted in the Practical Manager Category, CMI Management Book of the Year 2010, in association with the British Library.
Perhaps the worlds premier management thinker. - Tom Peters
"One of the most original minds in management."Fast Company
When it comes to management, Mintzbergs opinion matters: for thirty years he has been one of the foremost, and certainly one of the most radical, thinkers and writers on the subject."
Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys."
This is a book about managing, pure if not simple.
Managing is important for anyone affected by its practice, which in our world of organizations means everyone. We need to understand it better, in order for it to be practiced better, and yet we have not yet come to grips with the central question of what it is that managers really do.
Those befuddled by some or all of management - which hardly excludes managers themselves¯should be able to reach for a book that provides lasting insights on the big questions. What are the essential dynamics, roles and conundrums of managing? Are leaders really more important than managers? And where has all the judgment gone?
In Managing, Henry Mintzberg captures, in one place, the essence of managing. This landmark book will enable people to see the job all at once, and so be able to appreciate its components comprehensively, coherently, and interactivelyas effective managers do. Engaging with management as a daily practice, it explains what it is that managers do, why they make a difference and how they become effective.
Managing makes sense of the worlds most important job
Over the years I have asked many groups of managers what happened the day they became managers. First I get puzzled looks, and then shrugs. Nothing, they report. You are supposed to figure it outlike sex, I suppose usually with the same dire initial consequences. And from there, while we can find plenty of effective managersif we can figure out what that meanswe see a great deal of dysfunctional and often bizarre managerial behavior too. The costs are immense. Henry Mintzberg,Managing
About the author
A Note to the Reader
1. Managing Ahead
2. The Dynamics of Managing
3. A Model of Managing (Information, People, Action)
4. The Untold Varieties of Managing
5. The Inescapable Conundrums of Managing
6. Managing Effectively
Appendix: Thirteen Days of Managing
Henry Mintzberg is Cleghorn Professor of Management Studies at McGill University in Montreal, Canada. He was named Distinguished Scholar for the Year 2000 by the Academy of Management, and won its George R. Terry Award for the best book of 1995 (The Rise and Fall of Strategic Planning). Two of his articles in the Harvard Business Review have won McKinsey prizes. He has served as President of the Strategic Management Society, is an elected Fellow of the Royal Society of Canada (the first from a management faculty), and has been named an Officer of the Order of Canada. Mintzberg is the author of 15 books, including The Nature of Managerial Work, Mintzberg on Management, Strategy Safari, Strategy Bites Back, Managers not MBAs and Why I Hate the Flying Circus. He is a founding partner of www.CoachingOurselves.com. For more information, visit www.mintzberg.org.
WINNER CMI MANAGEMENT BOOK OF THE YEAR IF YOU ONLY READ ONE MANAGEMENT TITLE THIS YEAR MAKE IT MANAGING BY HENRY MINTZBERG.
"This is a great read: a work of rich description and insight rather than a theory of managing, and it will stand the test of time." Professor Nigel Nicholson, Management Today
"[Mintzberg's] understanding of what good, socially useful management looks like leads him to make several clear statements of principle in his important new book." Stefan Stern, Financial Times
"this is pretty much the perfect book on what can sometimes be a dull or repetitive subject. This title is neither, which alone is a startling accomplishment." thebookbag.co.uk
" I'd suggest finding time to read this book". Richard Cree, Director
" It tackles the most important issues of management practice head-on. It considers the intense variety of the job and shows how managers can become truly effective. It makes sense of what might, in the broadest sense, be the world's most important job." Business Executive, February 2010
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