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. Perhaps the world's premier management thinker . - Tom Peters HENRY MINTZBERG MANAGING MANAGING EARLY BIRD BOOKS FRESH DEALS , DELIVERED DAILY Love. Front Cover.
Henry Mintzberg. Perhaps the world's premier management thinker . - Tom Peters HENRY MINTZBERG MANAGING MANAGING EARLY BIRD BOOKS FRESH DEALS , DELIVERED DAILY Love. Front Cover.
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... perhaps also to read — because , I like to believe , of the sheer varieties of managing . Again , the boldface sentences can help . The second - to - last section , on the " Postures of Managing " ( starting on page 133 ) , pull the ...
... perhaps also to read — because , I like to believe , of the sheer varieties of managing . Again , the boldface sentences can help . The second - to - last section , on the " Postures of Managing " ( starting on page 133 ) , pull the ...
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... perhaps because they challenged some of our most cherished myths about the practice of managing. Time and again, when I presented these conclusions to groups of managers, the common response was “You make me feel so good! While I ...
... perhaps because they challenged some of our most cherished myths about the practice of managing. Time and again, when I presented these conclusions to groups of managers, the common response was “You make me feel so good! While I ...
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... perhaps least of all. At the end of this chapter, I shall discuss the one development that should be having a significant impact—the new information technologies (IT), especially e-mail. My conclusion is that they are not so much ...
... perhaps least of all. At the end of this chapter, I shall discuss the one development that should be having a significant impact—the new information technologies (IT), especially e-mail. My conclusion is that they are not so much ...
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... perhaps the most fragmented day I witnessed was that of another chief executive , the co - owner of the chain of telephone stores . I counted 120 distinct activities , among them the following sequence : • At 9:28 , Max chats with Lorne ...
... perhaps the most fragmented day I witnessed was that of another chief executive , the co - owner of the chain of telephone stores . I counted 120 distinct activities , among them the following sequence : • At 9:28 , Max chats with Lorne ...
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