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Henry Mintzberg has given us an excellent work in this book. He offers a salve to sooth that sting of an old joke: ?He did not know how to do anything, so we made a manager out of him.? We see an image of the manager emerging to present her or him as a pillar in support of business activity.
Mintzberg traces the nature of management to show it as more than mere coordination of efforts of employees. This book is a definitive analysis to put a sharp focus on roles and the many functions given substance in them. In this work we find not a handbook but an identification of many challenges that tap resources of time and attention in a manager.
As we move to a view of dynamism in systems underlying the management roles, we seek further analysis to see those systems working with management direction. Such direction serves to operate an organization in a manner more powerful than that routine of a mere organization man. Synergistic action must be delineated. For example, timing can be an ingredient of good management. Bad news can be given employees on a Friday to allow quiet time to reflect and energize corrective action for a new week. We can ponder a line from a song: ?Maybe Tuesday will be our good news day.? Leadership requires a manager to bring to life a coherent statement of business direction to dispel rampant rumors on the grapevine. In his early work presented in this book, Mintzberg has laid a foundation for his subsequent thinking and writing on management. Business leadership is bettered by his contributions.
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