ManagingBerrett-Koehler Publishers, 1 sep. 2009 - 321 sidor A 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. |
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... director of a high-technology company joins the discussion of a new project. Take a walk with the manager of a refugee camp as he scans attentively for signs of impending violence. Finding out what managers do is not the problem ...
... director of a high-technology company joins the discussion of a new project. Take a walk with the manager of a refugee camp as he scans attentively for signs of impending violence. Finding out what managers do is not the problem ...
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... director-general: “responsible for planning, organizing, directing, and controlling all city activities” (Lalonde 1977:1). So remains our prevalent understanding as well. For years I have been asking groups of people in this job, “What ...
... director-general: “responsible for planning, organizing, directing, and controlling all city activities” (Lalonde 1977:1). So remains our prevalent understanding as well. For years I have been asking groups of people in this job, “What ...
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... why was Jacques Benz, Director-General of GSI, a high- technology company in Paris, sitting in on a meeting about a customer's project? He was a senior manager, after all. Shouldn't he have been back in his office developing grand.
... why was Jacques Benz, Director-General of GSI, a high- technology company in Paris, sitting in on a meeting about a customer's project? He was a senior manager, after all. Shouldn't he have been back in his office developing grand.
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... Director of Greenpeace International , was trying to do just that , with considerable frustration . Who had it right ? • Fabienne Lavoie , Head Nurse on 4 Northwest , a pre- and postoperation surgical ward in a Montreal hospital , was ...
... Director of Greenpeace International , was trying to do just that , with considerable frustration . Who had it right ? • Fabienne Lavoie , Head Nurse on 4 Northwest , a pre- and postoperation surgical ward in a Montreal hospital , was ...
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... directors , found that they could barely get twenty - three minutes without interruption once every third day " All they knew was that they scarcely had time to start on a new task or to sit down and light cigarette before they were ...
... directors , found that they could barely get twenty - three minutes without interruption once every third day " All they knew was that they scarcely had time to start on a new task or to sit down and light cigarette before they were ...
Innehåll
The Untold Varieties of Managing | |
The Inescapable Conundrums of Managing | |
Managing Effectively | |
APPENDIX Eight Days of Managing | |
Bibliography | |
Index | xxv |
About the Author | lxviii |
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Abbas Gullet action activities adhocracy Administration Alan Whelan asked Banff National Park become behavior Bramwell Tovey Brian Adams called Chapter Charlie chief executives communication conductor context of managerial controlling conundrums craft culture daily influence deal decision delegate described discussed Doctors Without Borders e-mail earlier effective managers especially example external Fabienne Lavoie formal function Greenpeace Harvard Business Review Henry Mintzberg hierarchy hospital International International Masters Internet issues John Cleghorn John Tate leaders leadership linking managerial job managerial work daily meeting middle managers Mintzberg nature networks nursing observed orchestra organization organizational Paul perhaps personal style Peter Peter Coe Peter Drucker posture practice of managing pressures proactive problem Red Cross relationships responsibility Rony Brauman Sayles scheduling senior managers someone strategies Tengblad things twenty-nine days twenty-nine managers unit Winnipeg Symphony Orchestra words