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Kurzbeschreibung
Managen beleuchtet den vielleicht wichtigsten Job, den es gibt. Seine Dynamik, seine Vielfalt, seine Rätsel und wie Manager ihn effektiv und gut beherrschen. Managen ist eine dynamische Tätigkeit, kein statische Wissenschaft. Mintzberg zeigt, dass Manager vielfach als überlegte und systematische Planer idealisiert werden und diesem Anspruch gar nicht gerecht werden können. Er skizziert Management als dynamischen Prozess. Mintzberg gilt als Enfant terrible unter den Managementvordenkern. Eine seiner Thesen: Management und Leadership sind Bestandteile des gleichen Jobs. Manager, die keine Leader sind, sind langweilig. Und Leader, die nicht managen, wissen nichts vom Geschäft. Die Trennung von Management und Leadership ist Unsinn. Mintzberg fordert auf zu einer längst überfälligen Diskussion über modernes Management: Wie kann man managen, wenn verlässliche Daten fehlen. Wie kann man eine Balance herstellen zwischen notwendiger Veränderung und Kontinuität? Wie kann man Dinge durchdenken, wenn die Zeit dazu fehlt? Effektive Manager sind nicht frei von Fehler, aber sie treffen die in der jeweiligen Situation bestmöglichen Entscheidungen.
Über den Autor
Henry Mintzberg ist Cleghorn Professor of Management Studies an der McGill University in Montréal. Er gilt als 'Strategie-Papst' und ist einer der bekanntesten Management-Autoren der Welt.
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Format:Gebundene Ausgabe
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."
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."
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23 von 24 Kunden fanden die folgende Rezension hilfreich
Title says it all?
4. Januar 2010
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
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.
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.
18 von 19 Kunden fanden die folgende Rezension hilfreich
A must read for those serious about management...
31. August 2009
Format:Gebundene Ausgabe|Von Amazon bestätigter Kauf
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
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
13 von 13 Kunden fanden die folgende Rezension hilfreich
The Complexities of Management
9. Oktober 2009
Format:Gebundene Ausgabe
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.
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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