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An MBA graduate can be a terrible manager. He will skillfully apply mathematical models for analysis, juggle terms from the best textbooks, but he will not be able to manage normally. Henry Mintzberg observed the activities of managers from different companies and came to the conclusion that it is impossible to learn management from books. The work of a manager largely consists not of analytical, but of creative tasks that require non-standard thinking. Managers who not only relied on rational arguments, but were able to turn on intuition in time turned out to be more effective. In exploring the nature of management, Mintzberg also found that management differs markedly between organizations: managing a team at NASA and at McDonald's has to be based on different principles. A universal manager is a utopia, and every manager needs to understand what organizations are like and what rules work in each of them is based on. The book "Management: The Nature and Structure of Organizations" contains articles, essays and speeches by the author, which summarize his research in the field of company management and allow you to figure out how to combine analysis and intuition in managerial work, what management methods work in each of the seven types of organizations and what are the consequences for society of ineffective management.