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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... meeting customers, or at least working with his people to help them sell to customers. On this day, Alan was selling, all right, but to an executive of his own company, who was reluctant to sign off on his biggest contract. Was Alan ...
... meeting customers, or at least working with his people to help them sell to customers. On this day, Alan was selling, all right, but to an executive of his own company, who was reluctant to sign off on his biggest contract. Was Alan ...
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... meeting at GSI? Was he doing the right things or doing things right? Frankly, I don't understand what this distinction means in the everyday life of organizations. Sure, we can separate leading and managing conceptually. But can we ...
... meeting at GSI? Was he doing the right things or doing things right? Frankly, I don't understand what this distinction means in the everyday life of organizations. Sure, we can separate leading and managing conceptually. But can we ...
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... meetings and other contacts were held on a regularly scheduled basis . On average , thirteen out of fourteen were ad ... meeting about a bid for a large contract . And so it goes . Most surprising is that the significant activities seem ...
... meetings and other contacts were held on a regularly scheduled basis . On average , thirteen out of fourteen were ad ... meeting about a bid for a large contract . And so it goes . Most surprising is that the significant activities seem ...
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... meeting , the controller of the company said to Max , " Let me get a pad . You're throwing so many things at me I have to write it down . " ) Carlson concluded in his early study ( 1951 ) that managers could free themselves from ...
... meeting , the controller of the company said to Max , " Let me get a pad . You're throwing so many things at me I have to write it down . " ) Carlson concluded in his early study ( 1951 ) that managers could free themselves from ...
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... meetings and telephone calls, and they themselves often interrupted their quiet desk work to place telephone calls or to request that people come by. One chief executive I studied located his desk so that he looked down a long hallway ...
... meetings and telephone calls, and they themselves often interrupted their quiet desk work to place telephone calls or to request that people come by. One chief executive I studied located his desk so that he looked down a long hallway ...
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