ManagingA half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.” This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better. |
Så tycker andra - Skriv en recension
LibraryThing Review
Användarrecension - VincentDarlage - LibraryThingOne of the best books on managing and leadership ever written. Läs hela recensionen
Innehåll
1 | |
17 | |
3 A Model of Managing | 43 |
4 The Untold Varieties of Managing | 97 |
5 The Inescapable Conundrums of Managing | 157 |
6 Managing Effectively | 195 |
Eight Days of Managing | 237 |
Bibliography | 275 |
291 | |
About the Author | 305 |
Andra upplagor - Visa alla
Vanliga ord och fraser
Abbas Gullet action activities adhocracy ager Alan Whelan Annelieke asked Banff National Park become Bramwell Tovey Brian Adams called Chapter Charlie chief executives communicating concerns conductor context controlling conundrums craft culture deal decision delegate described Director discussed Doctors Without Borders e-mail earlier effective managers especially example external Fabienne Lavoie formal function Greenpeace head Henry Mintzberg hierarchy hospital International Masters Internet issues John Cleghorn John Tate leader leadership leading managerial job meeting middle managers Mintzberg nature nursing orchestra organization organizational Paul Gilding perhaps Peter Peter Coe Peter Drucker posture practice of managing pressures proactive problem RCMP Red Cross refugee camps responsible role Rony Brauman Sayles scheduling seemed senior managers someone Stephen Omollo strategies style things tion twenty-nine days twenty-nine managers unit Winnipeg Symphony Orchestra words