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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... become aware of their contribution to this book from beginning to end. Many other people have contributed profoundly in other ways. My personal assistant these past ten years, Santa Balanca- Rodrigues, outdid herself on this one. At one ...
... become aware of their contribution to this book from beginning to end. Many other people have contributed profoundly in other ways. My personal assistant these past ten years, Santa Balanca- Rodrigues, outdid herself on this one. At one ...
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... become effective. My objective is straightforward. Managing is important for anyone affected by its practice, which ... becoming arrogant? Or to keep success from becoming failure? • Should managing be restricted to managers? Whatever.
... become effective. My objective is straightforward. Managing is important for anyone affected by its practice, which ... becoming arrogant? Or to keep success from becoming failure? • Should managing be restricted to managers? Whatever.
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... Becoming a Master Manager (1990), and Linda Hill's Becoming a Manager (first edition, 1992). Notice the dates. As a consequence, our understanding of managing has not advanced. In 1916, the French industrialist Henri Fayol published ...
... Becoming a Master Manager (1990), and Linda Hill's Becoming a Manager (first edition, 1992). Notice the dates. As a consequence, our understanding of managing has not advanced. In 1916, the French industrialist Henri Fayol published ...
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... become fashionable to distinguish leaders from managers (Zaleznik 1977, 2004; Kotter 1990a, 1990b). One does the right things, copes with change; the other does things right, copes with complexity. So tell me, who are the leaders and ...
... become fashionable to distinguish leaders from managers (Zaleznik 1977, 2004; Kotter 1990a, 1990b). One does the right things, copes with change; the other does things right, copes with complexity. So tell me, who are the leaders and ...
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... become popular to talk about us being overmanaged and underled . I believe we are now overled and undermanaged . Konosuke Matsushita , who founded the company that carries his name , claimed , " Big things and little things are my job ...
... become popular to talk about us being overmanaged and underled . I believe we are now overled and undermanaged . Konosuke Matsushita , who founded the company that carries his name , claimed , " Big things and little things are my job ...
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