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"Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer
Tied up in knots by KPIs? Confused by core competencies? Management doesn’t have to be this way. In fact, it shouldn’t be!
One of today’ best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management.
Management? Its Not What you Think! brings readers an unusual mix of perspectives to help stimulate more creative management thinking and more enjoyable, challenging and more productive ways to lead their teams. This is a book readers can dip into, a book they can savour, a book that won’t fail to get them reflecting on what management really is…
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- Sales Rank: #4570105 in Books
- Brand: Brand: Financial Times/ Prentice Hall
- Published on: 2010-07-28
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x .40" w x 6.25" l, .62 pounds
- Binding: Paperback
- 144 pages
Features
- Used Book in Good Condition
Review
“…collection of business nuggets…skewers jargon, game leaders and business school players, and various fads that are repackaged to become new fads." --IE Industrial Engineer
“It’s a collection of short, opinionated, often-funny pieces from a wide variety of sources that throws cold water on a lot of fashionable management theory with a bracing dose of reality.” --Accounting Today
"...the most down-to-earth management book that I have laid hands on...I loved it!" --Advance for Medical Laboratory Professional magazine
From the Inside Flap
Sit fifty managers down in a room—though why would you want to, right?—and you’ll get fifty different answers as to what management is and what works best. Is it the ability to communicate? Inspire? Rally the troops in times of change? Masterfully oversee projects? Or one of a hundred other things?
More personally, how do you view yourself as a manager? Are you the conductor of a grand orchestra (trying to perform a symphony, but maybe occasionally straying into some jazz?) The President? A guidance counselor? A life coach? Or someone with a tiny little fire extinguisher, constantly running around and… well, you get the idea.
The point is, there are as many answers to what constitutes great—and bad—management as there are managers. One thing is for sure: considering and debating all the different management concepts and theories can be surprisingly fun…not to mention a way to spur on some good ideas about what you can put into practice yourself.
Management? It’s Not What You Think! collects plenty of food for thought, including articles and essays, book and journal excerpts, and even a little poetry, to jump start your managerial juices and get you thinking about your life’s work…the grand journey you were chosen for at birth…the thing it says on your business card…the…well, whatever you do in the office all day. (Probably a mixture of all the above.)
Here you’ll find humorous, informative, inspiring, and thought-provoking pieces of writing that pose eternal questions such as:
• Should managing and leading really be considered as two separate things?
• What longstanding management maxims are in serious need of a makeover?
• Why is PowerPoint evil?
• Where do you draw the line between good strategic thinking and the kind of lip service to strategy planning that’s pure public relations nonsense?
• Do you really need an MBA?
• How do you tell the difference between true wisdom and passing fads?
• What’s the secret behind letting people act on their own ideas while still retaining your managerial authority?
• Is “change management” an oxymoron?
• And much more!
Management? It’s Not What You Think! is the perfect antidote to the constant stream of fashionable management trends, theories, and catchphrases—letting you mull over the insightful answers to what management really is for you.
HENRY MINTZBERG is Cleghorn Professor of Management Studies at McGill University in Montreal and the winner of awards from the most prestigious academic and practitioner institutions in management. He was ranked in the top ten in the Wall Street Journal’s list of influential business thinkers. He is currently working on an electronic pamphlet entitled Rebalancing Society…beyond Smith and Marx, and is a founding partner of CoachingOurselves.com.
BRUCE AHLSTRAND has a D. Phil. from Oxford University and a M.Sc. from the London School of Economics. He is the author of The Quest for Productivity (Cambridge University Press) and co-author of Human Resource Management in the Multi-Divisional Company (Oxford University Press). He is currently a professor of management at Trent University in Ontario, Canada.
JOSEPH LAMPEL is a professor of strategy at Cass Business School, City University London. In addition to publishing widely, he regularly works with top management teams in the area of strategy and business innovation at organizations including John Lewis, EMI Music Group, Rexam, Glaxo�SmithKline, Hagemeyer, Halcrow, and the International Chamber of Commerce in Paris.
From the Back Cover
A WHIRLWIND TOUR OF THE HIDDEN SIDE OF MANAGEMENT
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Management: is it about taking charge, being systematic, driving change, making rational decisions? If you think these are the things managers do, this provocative book will make you think again. And if you already suspected that real management is much more messy than it appears in the clean and tidy theory, this book will confirm your suspicions – with a vengeance!
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Management? It’s Not What You Think! is a captivating collection of articles, commentaries, poems, rants and more, selected by�three renowned management writers�who refuse to tread the conventional line. A whole range of delectable titbits will amuse you, challenge you, sometimes even anger you. This book will get you thinking and ultimately, help you bring a more thoughtful approach to your own management style.
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“We put in whatever we could find that feels interesting, provocative, and above all insightful. …� The intention of this book is to get us all thinking again, opening up perspectives on this fascinating business of management, for managers themselves, those who work with managers, and anyone who aspires to join their ranks.”
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A must-read for all managers who think for themselves
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Most helpful customer reviews
4 of 4 people found the following review helpful.
Will make you stop and think
By John Chancellor
This is a highly unusual collection of articles. It is rather short as books go - 126 pages. But it has some powerful concepts that deserve our attention. It also has some delightful articles that poke fun at the buzz words some folks in management are so fond of using.
In my opinion, the very best article discusses the damages that MBAs have done to business and society. The book raises some troubling questions about the case study method of educating MBAs. It questions the value of most MBA programs and in particular the gold standard - Harvard's. The authors make a valid point that management must be on the ground floor, based on experience not academic theory.
While the questions are extremely general and a lot of conclusions are drawn regarding the value of MBA programs, all you need to do is look at the most recent economic meltdown to realize that we have some fundamental problem(s) with the way we view management.
I love the way the authors take a pot shot at the corporate speak, buzz word filled vocabulary of management consultants. There is an extremely clever "Systematic Buzz Word Generator". This has three columns of ten words. To generate a meaningless but impressive buzz word, you simply pick a three digit number at random and then look up the words. If I picked the number 125, the buzz words from the generator would be "total monitored concept". It is delightful to play with and shows how silly we can get using buzz words.
The book also does a real great job of pointing out the problems with executive compensation and how most compensation is in direct conflict with the stated goals of most companies. Executive compensation is a problem which must be fixed. This books does a great job of highlighting the problem.
The authors do a good job of discussing what we think management is and why our definition is incorrect. The final chapter goes into what management should be to work effectively.
If you are a C-level executive or aspire to be one, this book will probably raise a few questions which will make you uncomfortable. But it seems to me that these are important questions. I am not sure we have the luxury of continuing the mismanagement practices we have been following.
A quick easy read with some very fun articles. But the serious underlying concepts presented in this book will certainly step on more than a few toes.
There are some great quotations scattered throughout the book. One in particular I loved was from Confucius, "Only the very wisest and the very stupidest never change." I doubt if many of us qualify as the very wisest, so it is probably safe to assume that we need to embrace more change in our notion of good management.
Best read with an open mind.
2 of 2 people found the following review helpful.
With tips on everything from leadership style to what to tell those above you
By Midwest Book Review
There's more to management than barking orders at people. "Management?: It's Not What You Think!" is a detailed analysis and guide to management and the many different chains of thoughts into what makes a truly good manager. With a bit of humor, the authors cover a variety of management topics and what they mean to the big picture of business and company futures. With tips on everything from leadership style to what to tell those above you, "Management?" is a solid and very highly recommended piece of writing not to be missed by any stumbling upon a new management position.
3 of 4 people found the following review helpful.
If conventional wisdom about management were a pi�ata....
By Robert Morris
What we have here is a collection of highly unconventional perspectives, presented within a highly unconventional format, one that initiates a collective assault on conventional wisdom about management. Henry Mintzberg is the master of revels and has enlisted an impressive of group of iconoclasts, notably Bruce Ahlstrand and Joseph Lampel. Throughout the narrative of eight chapters, they and others share their thoughts about what management is...and isn't, about what effective management is...and isn't, and about the challenges that managers face today that are unprecedented in terms of peril and complexity.
The material certainly achieves its specified objective: "to get us all thinking again. Opening perspectives on this fascinating business of management, for managers themselves, those who work with managers, and anyone who aspires to join their ranks." Some of the chapter titles correctly indicate a tone of irreverence that pervades the text:
"Accenture's next champion of waffle words," Lucy Kellaway
"PowerPoint is evil," Edward Tufte
"The opposite of profound truth is also true," Richard Farson
"Why most managers are plagiarists," Kellaway again
"'Change management' is an oxymoron," Jim Clemmer
"Ye gods, what do I do now?" Ian Hamilton
"Managing without managers," Ricardo Semler
In Semler's contribution, excerpted from his HBR article (September/October 1989), he explains that his company in Brazil, Semco "doesn't have systems or staff functions or analysts or anything like that. What we have people who either sell or make, and there's nothing in between. Is there a marketing department? Not on your life. Marketing is everybody's problem. Everybody knows the price of the products. Everybody knows the cost. Everybody has the monthly statement that says exactly what each of them makes, how much bronze is costing us, how much overtime we paid, all of it. And the employees know that 23% of the after-tax profit is theirs.
"...Employees can paint the walls any color they like. They can come to work whenever they decide. They can wear whatever clothing makes them comfortable. They can do whatever the hell they want. It's up to them to see the connection between productivity and profit and act on it."
I think Mintzberg and his collaborators thus end the book in an especially appropriate way, deferring to Ricardo Semler and then to an observation by Aesop (620-560 BC); "After all is said and done, more is said than done." In less than 130 pages, the reader is provided with a wide variety of perspectives and a wealth of unconventional insights such as those found in the Semler contribution.
Those who share my high regard for this book are urged to check out the resources provided as a "References" section at the end of each chapter. There are some real "gems" among them, many of which I was previously unaware.
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