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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... (Hales 2001:54). Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time ; that does not mean that.
... (Hales 2001:54). Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time ; that does not mean that.
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... issue to another, and trying to keep the lid on the chaos.” 1 Knowing. And Knowing. Why should there have been such reactions to what these managers doubtlessly knew already? My explanation is that, as human beings, we “know” in two The ...
... issue to another, and trying to keep the lid on the chaos.” 1 Knowing. And Knowing. Why should there have been such reactions to what these managers doubtlessly knew already? My explanation is that, as human beings, we “know” in two The ...
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... issue. To be superficial is an occupational hazard of managerial work, certainly compared with the specialized work ... issues at work; most prefer to focus on the concrete. And don't expect to find much general planning in this job, or ...
... issue. To be superficial is an occupational hazard of managerial work, certainly compared with the specialized work ... issues at work; most prefer to focus on the concrete. And don't expect to find much general planning in this job, or ...
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... issues put before him . To help himself he must reach out as widely as he can for every scrap of fact , opinion , gossip , bearing on his interests and relationships as President . He must become his own director of his own central ...
... issues put before him . To help himself he must reach out as widely as he can for every scrap of fact , opinion , gossip , bearing on his interests and relationships as President . He must become his own director of his own central ...
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... issue there has so far been little evidence—a surprising finding in its own right.14 I will draw here on what I can, including studies from outside management, but my comments will necessarily have to be seen as speculative. My answer ...
... issue there has so far been little evidence—a surprising finding in its own right.14 I will draw here on what I can, including studies from outside management, but my comments will necessarily have to be seen as speculative. My answer ...
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