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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... managing in Chapter 5 . I am blessed to have worked again on this book with people who continue to practice publishing in the old - fashioned way : with deep and respectful concern for the contents of their books and the thoughts of ...
... managing in Chapter 5 . I am blessed to have worked again on this book with people who continue to practice publishing in the old - fashioned way : with deep and respectful concern for the contents of their books and the thoughts of ...
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... practice of managing—managers themselves, people who work with managers (in selection, assessment, and development, etc.), and others who want to understand managing better (scholars, teachers, students, other nonmanagers). All have ...
... practice of managing—managers themselves, people who work with managers (in selection, assessment, and development, etc.), and others who want to understand managing better (scholars, teachers, students, other nonmanagers). All have ...
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... managing director of a high-technology company joins the discussion of a new ... managing? A half century ago Peter Drucker (1954) put management on the map ... practice in its untold variety. We consider the characteristics, contents ...
... managing director of a high-technology company joins the discussion of a new ... managing? A half century ago Peter Drucker (1954) put management on the map ... practice in its untold variety. We consider the characteristics, contents ...
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... Managing is important for anyone affected by its practice, which in our world of organizations means all of us. We need to understand it better, in order for it to be practiced better. Those befuddled by some or all of this practice ...
... Managing is important for anyone affected by its practice, which in our world of organizations means all of us. We need to understand it better, in order for it to be practiced better. Those befuddled by some or all of this practice ...
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... of American baseball, put it: “You can observe a lot just by watching.” Combine all twenty-nine days, and you have a good deal of evidence about the practice of managing. Throughout the book , I weave in illustrations from these.
... of American baseball, put it: “You can observe a lot just by watching.” Combine all twenty-nine days, and you have a good deal of evidence about the practice of managing. Throughout the book , I weave in illustrations from these.
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