Understanding about the ongoing management of minzberg: A good book is suitable for people with certain management experience.

The name of mingzberger has been known for a long time. Another manager of his book, rather than an MBA, had bought it early and never read it. This book was just a little bit of thought recently, and I bought it again.

To be honest, the first book of mingzberger was ruined by the translation, and it was a bit difficult to continue reading. However, the translation during management is very good, and some places can be "elegant.

Management Experience: we have been working for 10 years, and we have been managing teams of 2 and 30 people for 7 or 8 years. I attended some MBA courses and read a lot of books from Peter Drucker. Management Knowledge can't be said much, but it cannot be considered as a layman.

However, mingzberger's management is still very useful. Many management books are subdivided, such as finance, strategy, human resources, marketing ...... There is no overall perspective on the manager's work. These management books either subdivide organizational management tasks as a whole. For example, strategic management is basically harmful to middle-level management.  Ren zhengfei said that small suggestions will be rewarded, while large suggestions will not be rewarded. This is the truth. Strategy is left for decision makers to think. It is best for the basic layer to be based on continuous improvement. Shi Yuzhu's words are more straightforward. Whoever has strong execution ability is a talent. You can either exaggerate one aspect of management behavior, such as communication management.

This is obviously not the case during management. This book Studies Management behaviors as a whole. It is suggested that management is the combination of science, art and experience, and the observation ideas of managers on the three platforms. Whether it is very helpful for management practitioners to sort out their experiences, knowledge, and experiences from these perspectives.

Three platforms, as well as information platforms, personnel platforms, and action platforms have touched me a lot, summing up my management gains and losses over the years, it is actually the energy delivery and inclination of these three platforms.

Once a team contains more than 10 members, intuitive experience management is insufficient, especially when cross-region management exists. The information platform can at least control the basic status of the entire team. I often look at the quantitative assessment indicators to think about the overall management baseline. This is what I think the information platform has gained. Of course, the information platform has more value.

The tasks on the personnel platform are closely related to human resources, and far from being summarized by HR. Personnel include internal and organizational parallel departments and external resources of the enterprise. This will determine the effectiveness of management. Information platforms, especially report data, tend to present the past, and only information is insufficient for future predictions. They also need reliable human execution, reliable human support, and reliable external resource integration.

The action platform is the so-called plug-in to the end. When managing the platform, many people will tell you not to intervene too carefully. This is also not the case. Leaders must take the lead in setting their own standards. If you expect a good attendance in the department, you have to go to the office early every morning. This action is much more useful than attendance sheets and ideological work.

In my personal opinion, the statement of recommendation can be used during management: If you read a book in management, it is the same.