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 (Harvard Business Review, Academy of Management, Association of Management Consulting Firms, and others). He is the author of fifteen books, including Managers Not MBAs, Strategy Safari, The Rise and Fall of Strategic Planning, and Mintzberg on Management, and is a founding partner of www.CoachingOurselves.com. For more information on his activities, visit www.mintzberg.org.
Mintzberg (management studies, McGill Univ.) tracks a typical work day in the lives of 29 managers in different fields to get at the heart of what it truly means to manage. He combines detailed observations and analysis with a comprehensive review of scholarly research as well as draws on his own early academic training as a mechanical engineer. Dismissing "flavor of the year" leadership theories, he concludes that to manage effectively, "there is a need for thoughtfulness-not dogma.not fashionable technique, not 'me too' strategies, not all that 'leadership' hype, just plain old judgment." Jim Manchester (More Than Money) narrates this valuable material in an engaging and dignified manner; recommended for managers at all levels and of all types of organizations. [The Berrett-Koehler hc was a 2009 LJ Best Business Book; the pb is publishing in March 2011.-Ed.]-M. Gail Preslar, formerly with Eastman Chemical Co. Business Lib., Kingsport, TN (c) Copyright 2011. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
"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."