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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... nature, and so forth; and the content of the job, in the form of various roles managers perform (such as figurehead, crises handler). I was more satisfied with the former than the latter, and so Chapter 2, on the “The Dynamics of ...
... nature, and so forth; and the content of the job, in the form of various roles managers perform (such as figurehead, crises handler). I was more satisfied with the former than the latter, and so Chapter 2, on the “The Dynamics of ...
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... nature of the job. I first described these characteristics in my 1973 book. None of them could have come as a shock to anyone who ever spent a day in a managerial office, doing the job or observing it. Yet they struck a chord with many ...
... nature of the job. I first described these characteristics in my 1973 book. None of them could have come as a shock to anyone who ever spent a day in a managerial office, doing the job or observing it. Yet they struck a chord with many ...
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... nature of the job (with colleagues and associates) • Control in this job as covert more than overt As noted in the last chapter, the basic processes of managing do not change much over time, these characteristics perhaps least of all ...
... nature of the job (with colleagues and associates) • Control in this job as covert more than overt As noted in the last chapter, the basic processes of managing do not change much over time, these characteristics perhaps least of all ...
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... nature of the job. Every manager is responsible for the success of the unit, yet there are no tangible mileposts where he or she can stop and say, “Now my job is finished.” The engineer completes the design of a bridge on a particular ...
... nature of the job. Every manager is responsible for the success of the unit, yet there are no tangible mileposts where he or she can stop and say, “Now my job is finished.” The engineer completes the design of a bridge on a particular ...
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... nature of their work. This is an environment of stimulus-response, encouraging in the incumbent a clear preference for live action. The pressures of the managerial environment do not encourage the development of reflective planners, the ...
... nature of their work. This is an environment of stimulus-response, encouraging in the incumbent a clear preference for live action. The pressures of the managerial environment do not encourage the development of reflective planners, the ...
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