Very Good. Trade paperback (US). Glued binding. 298 p. This text describes the manager's job using findings of empirical studies conducted internationally throughout many levels of management. The text summarizes eight current schools of thought on the manager's job and analyzes the consistencies and variations in managers' roles and working characteristics.
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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