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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... problem; interpreting it is. How do we make sense of the vast array of activities that constitute managing? A half century ago Peter Drucker (1954) put management on the map. Leadership has since pushed it off the map. We are now ...
... problem; interpreting it is. How do we make sense of the vast array of activities that constitute managing? A half century ago Peter Drucker (1954) put management on the map. Leadership has since pushed it off the map. We are now ...
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Henry Mintzberg. example that others should keep their eyes open for such problems . In fact , today we should be more worried about “ macroleading ” —people in senior positions who try to manage by remote control , disconnected from ...
Henry Mintzberg. example that others should keep their eyes open for such problems . In fact , today we should be more worried about “ macroleading ” —people in senior positions who try to manage by remote control , disconnected from ...
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... problems, the complicated connections. This is what makes the practice of managing so fundamentally “soft,” and why labels such as experience, intuition, judgment, and wisdom are so commonly needed to describe it. Put together a good ...
... problems, the complicated connections. This is what makes the practice of managing so fundamentally “soft,” and why labels such as experience, intuition, judgment, and wisdom are so commonly needed to describe it. Put together a good ...
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... problems that do not differ much between patients and can be treated by fairly standard remedies . . . . In contrast , much managerial work involves dealing with problems that are quite interdependent with other parts of the ...
... problems that do not differ much between patients and can be treated by fairly standard remedies . . . . In contrast , much managerial work involves dealing with problems that are quite interdependent with other parts of the ...
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... problems have continued to fester. Because of their codified knowledge, engineering and medicine must be learned formally. And so the trained expert can almost always outperform the layperson. Not so in management. Few of us would trust ...
... problems have continued to fester. Because of their codified knowledge, engineering and medicine must be learned formally. And so the trained expert can almost always outperform the layperson. Not so in management. Few of us would trust ...
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