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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... contexts in which management happens: I found myself holding on the back of a motorcycle for dear life at it raced through Paris, from one press interview to another; sitting alone in a concert hall of 2,222 velvet seats watching a ...
... contexts in which management happens: I found myself holding on the back of a motorcycle for dear life at it raced through Paris, from one press interview to another; sitting alone in a concert hall of 2,222 velvet seats watching a ...
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... context.6 Certainly Not a Science Science is about the development of systematic knowledge through research . That is hardly the purpose of management , which is about helping to get things . done in organizations . Management is not ...
... context.6 Certainly Not a Science Science is about the development of systematic knowledge through research . That is hardly the purpose of management , which is about helping to get things . done in organizations . Management is not ...
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... context. In a sense, a bridge is a bridge, or at least steel is steel, even if its use has to be adapted to the circumstances at hand. The same can be said about medicine. But not about management: Art Vision creative insights ...
... context. In a sense, a bridge is a bridge, or at least steel is steel, even if its use has to be adapted to the circumstances at hand. The same can be said about medicine. But not about management: Art Vision creative insights ...
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... context—the situation at hand— meaning that the learning cannot easily be carried from one managerial job to another, often not even from one function in a particular organization to another, let alone across organizations and ...
... context—the situation at hand— meaning that the learning cannot easily be carried from one managerial job to another, often not even from one function in a particular organization to another, let alone across organizations and ...
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... contexts, and they have to make decisions based on that knowledge. But especially in large organizations and those concerned with “knowledge work,” the manager has to help bring out the best in other people, so that they can know better ...
... contexts, and they have to make decisions based on that knowledge. But especially in large organizations and those concerned with “knowledge work,” the manager has to help bring out the best in other people, so that they can know better ...
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