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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... earlier request , and seconds later it is back to Traci . Anna , who deals with customer and store service , puts her head in to report with great joy that she has solved a problem . It's now 9 : 35 - seven minutes have passed ! ( In a ...
... earlier request , and seconds later it is back to Traci . Anna , who deals with customer and store service , puts her head in to report with great joy that she has solved a problem . It's now 9 : 35 - seven minutes have passed ! ( In a ...
Sida
... earlier study appeared to be properly protected by their secretaries, and there was no reason to believe that they were inferior delegators. In fact, there was evidence that they sometimes preferred interruption and denied themselves ...
... earlier study appeared to be properly protected by their secretaries, and there was no reason to believe that they were inferior delegators. In fact, there was evidence that they sometimes preferred interruption and denied themselves ...
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... earlier study that mail processing was treated as a burden. Why? Because little of it was actionable. In those days, it was slow, too. E-mail has certainly changed that—now even the mail has become actionable. But as we shall discuss at ...
... earlier study that mail processing was treated as a burden. Why? Because little of it was actionable. In those days, it was slow, too. E-mail has certainly changed that—now even the mail has become actionable. But as we shall discuss at ...
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... earlier studies of managerial work , the first from Carlson on the Swedish managing directors : The only complaint heard from some of the chief executives [ about the system of internal reports they received ] was that the number or ...
... earlier studies of managerial work , the first from Carlson on the Swedish managing directors : The only complaint heard from some of the chief executives [ about the system of internal reports they received ] was that the number or ...
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... earlier study and others found managing to be between 60 and 90 percent oral . One CEO I studied looked at the first piece of “ hard ” mail he received all week - a standard cost report - and put it aside with the comment , " I never ...
... earlier study and others found managing to be between 60 and 90 percent oral . One CEO I studied looked at the first piece of “ hard ” mail he received all week - a standard cost report - and put it aside with the comment , " I never ...
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