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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Henry Mintzberg. I began my career on this subject: for my doctoral thesis, I observed one week in the working life of five chief executives. This led to a book called The Nature of Managerial Work (1973) and an article called “The ...
Henry Mintzberg. I began my career on this subject: for my doctoral thesis, I observed one week in the working life of five chief executives. This led to a book called The Nature of Managerial Work (1973) and an article called “The ...
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... Director of Greenpeace International , was trying to do just that , with ... job . " The hard part , ” he said , “ is the rehearsal process , " not the ... managerial iceberg . I spent a day with each of these and other managers ...
... Director of Greenpeace International , was trying to do just that , with ... job . " The hard part , ” he said , “ is the rehearsal process , " not the ... managerial iceberg . I spent a day with each of these and other managers ...
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... job, through apprenticeship, mentorship, and direct experience. Moreover, much of that kind of knowledge develops in context—the situation at hand— meaning that the learning cannot easily be carried from one managerial job to another ...
... job, through apprenticeship, mentorship, and direct experience. Moreover, much of that kind of knowledge develops in context—the situation at hand— meaning that the learning cannot easily be carried from one managerial job to another ...
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... managerial work in two basic ways: the characteristics of the job—namely, its unrelenting pace, many interruptions, oral and action nature, and so forth; and the content of the job, in the form of various roles managers perform (such as ...
... managerial work in two basic ways: the characteristics of the job—namely, its unrelenting pace, many interruptions, oral and action nature, and so forth; and the content of the job, in the form of various roles managers perform (such as ...
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... work, with whom, under what pressures, and so on —the intrinsically dynamic nature of the job. I first described these characteristics in my 1973 book. None of them could have come as a shock to anyone who ever spent a day in a managerial ...
... work, with whom, under what pressures, and so on —the intrinsically dynamic nature of the job. I first described these characteristics in my 1973 book. None of them could have come as a shock to anyone who ever spent a day in a managerial ...
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