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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... function in a particular organization to another, let alone across organizations and industries. (Could Bramwell have run the bank or Fabienne conduct the orchestra?) Sure, there are managers who succeed at doing so, because they have ...
... function in a particular organization to another, let alone across organizations and industries. (Could Bramwell have run the bank or Fabienne conduct the orchestra?) Sure, there are managers who succeed at doing so, because they have ...
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... function best when these two kinds of knowing reinforce each other. In managing, they have all too often contradicted each other, requiring managers to live a myth—the folklore of planning, organizing, and so on, compared with the facts ...
... function best when these two kinds of knowing reinforce each other. In managing, they have all too often contradicted each other, requiring managers to live a myth—the folklore of planning, organizing, and so on, compared with the facts ...
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... function or activity, whatever his rank and position, work which is common to all managers and peculiar to them ... functions in the organization: managers brief subordinates, but their organizations have formal information systems ...
... function or activity, whatever his rank and position, work which is common to all managers and peculiar to them ... functions in the organization: managers brief subordinates, but their organizations have formal information systems ...
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... has been taken apart. And this is where the frame comes in: if clear enough, it can function as a magnet to draw the distinct chunks into a coherent whole. As Whitley put it, managing is " not so much focused on ' solving.
... has been taken apart. And this is where the frame comes in: if clear enough, it can function as a magnet to draw the distinct chunks into a coherent whole. As Whitley put it, managing is " not so much focused on ' solving.
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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