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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... especially in ways that have brought this book closer to its readers . Writers love words , or they wouldn't write . The trouble is that they love their own words best of all . At one point , I finally got the message of their words ...
... especially in ways that have brought this book closer to its readers . Writers love words , or they wouldn't write . The trouble is that they love their own words best of all . At one point , I finally got the message of their words ...
Sida
... especially about the failure of ostensibly key factors ( such as culture and personal style ) to explain much of ... especially enjoy reading it , particularly if you are a manager and so live with these things every day . This is the ...
... especially about the failure of ostensibly key factors ( such as culture and personal style ) to explain much of ... especially enjoy reading it , particularly if you are a manager and so live with these things every day . This is the ...
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... especially the opening on " The Inevitably Flawed Manager " ( starting on page 196 ) and the closing on " Managing , Naturally " ( page 232 ) , as well as the discussion of " Where Has All the Judgment Gone ? " ( page 225 ) . People who ...
... especially the opening on " The Inevitably Flawed Manager " ( starting on page 196 ) and the closing on " Managing , Naturally " ( page 232 ) , as well as the discussion of " Where Has All the Judgment Gone ? " ( page 225 ) . People who ...
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... especially rooted in craft . Art produces the “ insights , " and " vision , " based on intuition.7 ( Peter Drucker wrote in 1954 that " the days of the ' intuitive ' manager are numbered ” [ p . 93 ] . Half a century later , we are ...
... especially rooted in craft . Art produces the “ insights , " and " vision , " based on intuition.7 ( Peter Drucker wrote in 1954 that " the days of the ' intuitive ' manager are numbered ” [ p . 93 ] . Half a century later , we are ...
Sida
... especially about their specific 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 ...
... especially about their specific 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 ...
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