- Tapa blanda: 320 páginas
- Editor: Berrett-Koehler (7 de marzo de 2011)
- Idioma: Inglés
- ISBN-10: 1605098744
- ISBN-13: 978-1605098746
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº107.463 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Managing (Inglés) Tapa blanda – 7 mar 2011
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Descripción del producto
One of the most original minds in management.
Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys.
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.
"One of the most original minds in management."
"Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys."
Reseña del editor
A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.”
This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context.
But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it?
This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.
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The book is only about 300 pages and of that there is about 240 pages of content and then an appendix that summarizes the observations that Mintzberg had made while observing managers. The 240 pages are divided in 6 chapters. The first chapter is very short and is more or less an introduction chapter to the rest of the book. The second chapter is also short-ish which explores some characteristics and folklore about management.
In the third chapter, Mintzberg proposes his model of management, of multiple planes both inwards and outwards focused. It is an interesting yet somewhat theoretical model. Most of chapter three explains his model, using stories from his observation of managers to clarify and show what he means. This is something that is done throughout the book.
In chapter 4, Mintzberg mentions that management is a very dynamic profession and wonders what factors influence the different way of practicing management. He looks at several factors and uses the observations of managers as a way of analyzing these factors and concludes which factors influence the way management is performed the strongest.
Chapter 5 was probably my personal favorite, which is called "The inescapable conundrums of managing" and he explains what conundrums managers have when practicing their profession. I liked this chapter a lot because it shows that managers often focus too much on one aspect and that causes some organizational dysfunctions. I've seen a lot of the conundrums and effects of those in reality, making this a fascinating chapter.
Chapter 6 tries to come to a conclusion and tried to give some recommendations about how to be an effective manager. The first part is interesting where it looks for interests (threads), but the second part focuses a lot on promoting the management education from Mintzberg himself. I was a bit annoyed by this and think it actually made the book worst.
All in all, it is an interesting book. Some parts were really good (Mintzbergs model of management and the conundrums) and some parts weren't very good (the last chapter). All in all, I did feel the book was quite traditional on management and organizations which bothered me personally a bit. Also, I was conceptually a bit bothered by the approach taken. When we take 29 managers and observe them and extract the theory of management from this practice, then shouldn't we first conclude these were actually good managers? What if they were horrible managers in practice, then the theory of what management is is influence by rather bad examples. Also, instead of looking at what management is, I'm more interested in what it can be. But, I guess that Mintzberg was tired of books about what management can be (most other books, I guess) and chose to just focus on what it actually is. It is the strength of the book... and its weakness.
All in all, when interested in management theory, this is a decent to good book. I would rate it between 3 and 4 stars and decided to go with 3 as I felt there was a bit too much promotion of his management education program. Pretty good.
I now teach management at a university, and I draw quite a lot from Mintzberg's findings and wisdom. It's easy to get lost in the leadership fray, as now so many consider themselves experts in the field due to recent mild success. Mintzberg famously says that, "We should be seeing managers as leaders, and leadership as management practiced well."
As leadership fills book stores with anecdotes and platitudes, "Managing" will continue to laud those in the trenches that are actually managing continuity while change takes center stage, plying the craft while heroics and art take the limelight, and holding two opposed ideas in their minds at the same time while others search for the singular secret.
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.