Alot of things have been said about management over the years: that it's an art, not a science; that it's a science, filled with "best practices" and systematic steps anyone can use to get great results; that it's the fuel that powers successful organizations. Only one thing is for sure: there is no one, easy definition of whatever it is that managers do! Henry Mintzberg, one of today's most respected and controversial thinkers on management, has joined forces with other leading business figures to provide a provocative and unusual mix of writing on management. Management? It's Not What You Think! gets readers thinking as they never have before about the practice of management. Readers will find differing perspectives and plenty of food for thought--on topics in clud ing management terminology and buzz words; myths and maxims; MBAs; management fads; leadership; strategy; and much more. Presenting articles, book and journal excerpts, letters, web selections, and musings, these pieces will have readers pondering, laughing, and sometimes even crying (for poor old manage ment itself!). This irreverent, highly relevant, and insightful book will inspire managers of all types, spark debate, and renew their passion and interest in doing what they do best! managing.
CHAPTER 1 MANAGEMENT MOSAIC The manager as orchestra conductor. Peter Drucker, Sune Carlson and Leonard Sayles 5 Management: be careful what you think. Henry Mintzberg 6 What Management says and what managers do. Albert Shapero 15 Management and magic. Martin I. Gimpl and Stephen R. Dakin 18 CHAPTER 2 MANAGEMENT OF MEANING Problems, problems, problems. Raymond Smullyan 25 Accenture's next champion of waffle words. Lucy Kellaway 25 Mana-gems 27 Subject: new element for Periodic Table 29 PowerPoint is evil. Edward Tufte 29 Planning as public relations. Henry Mintzberg 32 The opposite of a profound truth is also true. Richard Farson 33 Systematic buzz word generator. Lew Gloin 35 CHAPTER 3 MISLEADING MANAGEMENT There are no leaders, there is only leadership. Richard Farson 39 Conversations from the corner office. John Mackey talks with Kai Ryssdal 41 A star executive does not make a company. John Kay 44 Rules for being a heroic leader. Henry Mintzberg 46 A descent in the dark. R.R. Reno 47 Leadership and communityship. Henry Mintzberg 48 CHAPTER 4 MYTHS OF MANAGING Outsourcing the outsourcers 55 Spotting management fads. Danny Miller and Jon Hartwick 55 Musings on management. Henry Mintzberg 58 To err is human. Spyros G. Makridakis 67 CEOs: some gamblers. Henry Mintzberg 69 CHAPTER 5 MAXIMS OF MANAGING Laws and rules: from A to Z 73 Parkinson's law. Cyril Northcote Parkinson 75 Maxims in need of a makeover. Justin Ewers 77 Why most managers are plagiarists. Lucy Kellaway 81 CHAPTER 6 MASTERS OF MANAGING? Managers not MBAs. Henry Mintzberg 87 Harvard's masters of the apocalypse. Philip Delves Broughton 91 Games business schools play. Andrew J. Policano 94 CHAPTER 7 METAMORPHOSING MANAGEMENT 'Change management' is an oxymoron. Jim Clemmer 99 Senior managers aren't cooks, they're ingredients. David K. Hurst 100 Staying on track. Anon 100 Backing into a brilliant strategy. Richard Pascale 101 A modern parable. Anon 104 Wither our wiki, worldly, wounded world? Jonathan Gosling 105 Crafting strategy. Henry Mintzberg 107 CHAPTER 8 MANAGING MODESTLY Ye gods, what do I do now? Ian Hamilton 113 A long overdue letter to the board. Henry Mintzberg 113 Here's an idea: let everyone have ideas. William C. Taylor 115 Managing quietly. Henry Mintzberg 118 Managing without managers. Ricardo Semler 122 Index 127