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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... 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.
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... deal of craft with the right touch of art alongside some use of science, and you end up with a job that is above all a practice. There is no “one best way” to manage; it depends on the situation. Nor a Profession It has been pointed out ...
... deal of craft with the right touch of art alongside some use of science, and you end up with a job that is above all a practice. There is no “one best way” to manage; it depends on the situation. Nor a Profession It has been pointed out ...
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... deal of tacit knowledge. But tacit means not easily accessible, which is why the practice has to be learned on the job, through apprenticeship, mentorship, and direct experience. Moreover, much of that kind of knowledge develops in ...
... deal of tacit knowledge. But tacit means not easily accessible, which is why the practice has to be learned on the job, through apprenticeship, mentorship, and direct experience. Moreover, much of that kind of knowledge develops in ...
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... changed” (Hales 2001:54). Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time ; that does not mean that.
... changed” (Hales 2001:54). Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time ; that does not mean that.
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... deal of evidence about this, but not a shred of it supports this image. Facts: Study after study has shown that (a) managers work at an unrelenting pace; (b) their activities are typically characterized by brevity, variety ...
... deal of evidence about this, but not a shred of it supports this image. Facts: Study after study has shown that (a) managers work at an unrelenting pace; (b) their activities are typically characterized by brevity, variety ...
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