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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... managers spanned all the conventional levels of the hierarchy, from the so-called top and middle to the base. Some worked in major urban centers (London, Paris, Amsterdam, Montreal); others, in more out-of- the-way places (N'gara ...
... managers spanned all the conventional levels of the hierarchy, from the so-called top and middle to the base. Some worked in major urban centers (London, Paris, Amsterdam, Montreal); others, in more out-of- the-way places (N'gara ...
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... Middle level arrangements can be delegated . " In other words , leadership cannot simply delegate management ; instead of distinguishing managers from leaders , we should be seeing managers as leaders , and leadership as management ...
... Middle level arrangements can be delegated . " In other words , leadership cannot simply delegate management ; instead of distinguishing managers from leaders , we should be seeing managers as leaders , and leadership as management ...
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... managers assume—such as maintaining the work flow, managing out of the middle, connecting to the external environment—as well as various postures of managing without managers. Chapter 5 faces head-on “The Inescapable Conundrums of ...
... managers assume—such as maintaining the work flow, managing out of the middle, connecting to the external environment—as well as various postures of managing without managers. Chapter 5 faces head-on “The Inescapable Conundrums of ...
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Henry Mintzberg. The Managerial Pace The reports on the hectic pace of managerial work have been consistent , from foremen averaging one activity every forty - eight seconds ( Guest 1956 : 478 ) and middle managers able to work for at ...
Henry Mintzberg. The Managerial Pace The reports on the hectic pace of managerial work have been consistent , from foremen averaging one activity every forty - eight seconds ( Guest 1956 : 478 ) and middle managers able to work for at ...
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... managers, or do they choose this pattern in their work? My answer is yes—both times. The five chief executives of my ... middle managers, is like “'keeping house' . . . where the faucets almost always drip and dust reappears as soon as ...
... managers, or do they choose this pattern in their work? My answer is yes—both times. The five chief executives of my ... middle managers, is like “'keeping house' . . . where the faucets almost always drip and dust reappears as soon as ...
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