Managing

Front Cover
Financial Times Prentice Hall, 2009 - Business & Economics - 304 pages
13 Reviews
The Wall Street Journal ranked Henry Mintzberg the world's 9th most influential management thinker. Tom Peters claimed he was perhaps #1. Managing may prove Tom Peters right.
This is a book about managing, pure if not simple. It addresses the big questions, including:

•How is anyone supposed to think, let alone think ahead, in this frenetic job?
•Are leaders really more important than managers?
•Where has all the judgement gone?
•Does management style matter?
•Is email destroying management practice?
•Are managers the only ones who can, or should, manage?
•How are managers supposed to connect when the very nature of their job disconnects them from what they are managing?
Those befuddled by some or all of management - which hardly excludes managers themselves - should be able to reach for a book that provides lasting comprehensive insights on its essential practice. Few books even try. This one tackles the most important issues head-on. It considers the intense dynamics and untold variety of this job as well as its inescapable conundrums and how managers become truly effective. 
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 interactively-as 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 world's 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 out-like sex, I suppose usually with the same dire initial consequences. And from there, while we can find plenty of effective managers-if we can figure out what that means-we see a great deal of dysfunctional and often bizarre managerial behavior too. The costs are immense.'   Henry Mintzberg, Managing
'Perhaps the world's premier management thinker.'  - Tom Peters
'One of the most original minds in management.'Fast Company
When it comes to management, Mintzberg's 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.'
  People Management
'Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys.'
 The Observer 
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.
Henry  is also the founding partner of www.CoachingOurselves.com .The program consists of over seventy management & leadership topics, written by internationally renowned  thinkers and practitioners, designed for small groups of managers to meet on a fortnightly basis to discuss individual topics. Monica Redden Consultancy is the sole Australian partner and works with companies and organisations assisting them to implement the program. Further information on this program can be found at - www.monicareddenconsultancy.com.au
 
Listen to Henry talk about his new book here-
http://www.coachingourselves.com/en/henry-mintzberg-managing
 
 
 

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Review: Managing

User Review  - Renato Willi - Goodreads

Excelent for those who want to understand more about what do company managers do and the challenges of their jobs. Mintzberg separates analytically their activities, their way of acting (doing ... Read full review

Review: Managing

User Review  - David Glad - Goodreads

This book had more of a Canadian perspective which helped make it distinct in a noisy marketplace for such books. Overall, handling different situations (and customer needs) and the various ... Read full review

About the author (2009)

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.

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