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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... Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being a regular ...
... Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being a regular ...
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... leaders really more important than managers? • Why is so much managing so frenetic? And is the Internet making this better or worse? • Is the whole question of management style overrated? • How are managers to connect when the very ...
... leaders really more important than managers? • Why is so much managing so frenetic? And is the Internet making this better or worse? • Is the whole question of management style overrated? • How are managers to connect when the very ...
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... Leadership. Communityship. Embedded. in. Management. and. It has 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 ...
... Leadership. Communityship. Embedded. in. Management. and. It has 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 ...
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... leadership itself . The more we obsess about leadership , the less of it we seem to get . In fact , the more we claim to develop leadership in courses and programs ( I counted the words leader and leadership over fifty times on the ...
... leadership itself . The more we obsess about leadership , the less of it we seem to get . In fact , the more we claim to develop leadership in courses and programs ( I counted the words leader and leadership over fifty times on the ...
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... leadership together with management being an intrinsic part of that . Accordingly , this book puts managing ahead , seeing it together with leadership as naturally embedded in what can be called communityship . Managing as a Practice ...
... leadership together with management being an intrinsic part of that . Accordingly , this book puts managing ahead , seeing it together with leadership as naturally embedded in what can be called communityship . Managing as a Practice ...
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