Managing

About the Author

Henry Mintzberg is an esteemed academic and prolific author known for his groundbreaking contributions to the field of management. He serves as the Cleghorn Professor of Management Studies at McGill University in Montreal. Mintzberg has received numerous awards from prestigious institutions and has authored over 15 influential books, including "Managers Not MBAs," "Strategy Safari," "The Rise and Fall of Strategic Planning," and "Mintzberg on Management."

Mintzberg's approach to management is both innovative and iconoclastic. He challenges conventional wisdom and offers fresh perspectives on how management should be understood and practiced. His insights are drawn from extensive research and firsthand observations of managers in diverse settings, making his work both practical and deeply insightful.

Main Idea

The central premise of "Managing" by Henry Mintzberg is that management is neither a profession nor a science but a practice rooted in experience. Mintzberg emphasizes that effective management is a blend of art, craft, and the judicious application of science. Through his observations and research, he reveals the complex, dynamic, and often paradoxical nature of managing, advocating for a more nuanced and context-driven understanding of what it means to be a manager.

Table of Contents

1. The Essence of Managing
2. The Dynamics of Managing
3. The Practice of Managing
4. The Impact of the Internet on Management
5. Managing Effectively

The Essence of Managing

Mintzberg begins by deconstructing the common myths surrounding management. He argues that management is often misunderstood and idealized, and that true managing involves navigating a series of complex and often contradictory demands. Through his studies of 29 managers in various fields, Mintzberg illustrates that the essence of managing lies in its practice, which is inherently contextual and experiential.

"Managing is neither a science nor a profession; it is a practice, learned primarily through experience and rooted in context." - Henry Mintzberg

Managers must balance the art of intuition, the craft of experience, and the science of analysis. This triad forms the foundation of effective management, where each component complements and enhances the others.

Konosuke Matsushita's Approach

Konosuke Matsushita, founder of the company that bears his name, epitomizes this balance. He famously said, "Big things and little things are my job. Middle level arrangements can be delegated." This philosophy underscores the idea that leadership and management are not separate entities but intertwined practices. Effective managers lead by example and are deeply involved in both strategic and operational aspects of their work.

• Leadership as an intrinsic part of management
• Balancing strategic vision with operational oversight
• Empowering others while staying engaged

The Dynamics of Managing

Mintzberg delves into the dynamic and often chaotic nature of managerial work. He dispels the myth of the manager as a reflective, systematic planner, revealing instead a role characterized by brevity, variety, and fragmentation. Managers operate at a relentless pace, frequently interrupted and pulled in multiple directions.

"Managers work at an unrelenting pace; their activities are characterized by brevity, variety, fragmentation, and discontinuity." - Henry Mintzberg

This dynamic nature requires managers to be proficient at navigating superficiality and to quickly shift between tasks without losing sight of the bigger picture. Mintzberg identifies several conundrums that managers face, each reflecting the inherent challenges of the role.

Thinking Conundrums

Managers must often balance deep thinking with immediate action. The syndrome of superficiality highlights the difficulty of finding time for reflection amidst constant demands.

• The Predicament of Planning: Balancing strategic thinking with the hectic nature of daily tasks.
• The Labyrinth of Decomposition: Synthesizing information in a world decomposed by analysis.

Information Conundrums

Information is both a tool and a challenge for managers. They must stay informed without being overwhelmed and delegate effectively despite the personal nature of much managerial information.

• The Quandary of Connecting: Staying informed while being removed from direct actions.
• The Dilemma of Delegating: Sharing privileged information while maintaining control.
• The Mysteries of Measuring: Balancing qualitative and quantitative data.

People Conundrums

Managing people involves maintaining order and control while fostering confidence and innovation.

• The Enigma of Order: Bringing order to chaotic work environments.
• The Paradox of Control: Maintaining control while promoting change.
• The Clutch of Confidence: Balancing confidence and humility.

Action Conundrums

Action-oriented challenges require managers to make decisive moves in a nuanced and complex world.