The author aims in this first chapter
describe the reasons that led him to carry
out the research and methodology used
"Twenty-nine days of practice management"
In this research that was allowed to Mintzberg discover what
managers do. Review, interview a day's work of 29 different
managers sectors: business, government, health etc..
Leadership as a key point
Leadership has been in recent years over management practice
and not as a fundamental condition that every manager should
have.
Mintzberg and others as Davis and
Newstrom claim that "Leadership is an
important part of the administration,
but not the only one.
Mintzberg and others as Davis and
Newstrom claim that "Leadership
is an important part of the
administration, but not the only
one."
Management is not a science nor a profession
Management is not even
an applied science.
It is clear that management
applied sciences.
Managers need all The knowledge of who can muster.
As
The analysis in the scientific method
That means the scientific evidence
rather than scientific discovery
Concludes that to be an effective manager maybe is not
as necessary be wonderful if more be not quite normal
and have mental clarity
Management as art, craft and science
The art provides ideas and integration, the office trace
connections and builds on the tangible expectations and
science provides the order through the analysis of
knowledge sinstematico
Second Chapter
Talk About "The dynamics of management practice"
Features of management practice
The brevity and variety
of its activities
Significant activities seem to be
interleaved with the mundane without
any particular order; therefore, the
manager must be prepared to change
mental disposition quickly and frequently.
The action
orientation
To some extent, managers tolerate
interruptions because they do not
want to discourage the flow of
current information.
Fragmentation and
discontinuity of work
The manager's job includes a perpetual
concern: the manager can never be free to
forget work, never have the pleasure of
knowing, even temporarily, that there is
nothing pending done.
Management is between 60% and 90% oral.
The manager does not leave the
phone, meeting or mail to return
to work. These contacts are the
work
Management practice has much to do with
the lateral relationships between colleagues
and with hierarchical relationships.
Effective managers do not seem to be
those who enjoy greater freedom but
those who use their favor any degree of
freedom they can find.
Production manager has to be
measured largely in relation to
the information transmitted by
oral form or by email.
We could characterize the position of the
manager as neck of an hourglass, located
between a network of external contacts
and internal unit where he is.
The manager receives all kinds of
information and requests -procedente
people inside and outside- to giving them a
look, assimilates and transmits them to
others, again equally inside and outside the
unit.