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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... managers who believe they know better get in the way of their practice ... managers get things done largely through other people—those in the unit who formally ... twenty-nine days of observation took place in the 1990s. Books these days ...
... managers who believe they know better get in the way of their practice ... managers get things done largely through other people—those in the unit who formally ... twenty-nine days of observation took place in the 1990s. Books these days ...
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... managers perform (such as figurehead, crises handler). I was more satisfied ... managers actually do in their jobs—breaks away from that book. Subsequent to it, I came to realize that it, like most other such books on ... twenty-nine days.
... managers perform (such as figurehead, crises handler). I was more satisfied ... managers actually do in their jobs—breaks away from that book. Subsequent to it, I came to realize that it, like most other such books on ... twenty-nine days.
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Henry Mintzberg. capturing the fascinating variety I observed in the twenty-nine days. So I went back over those days ... managers assume—such as maintaining the work flow, managing out of the middle, connecting to the external environment—as ...
Henry Mintzberg. capturing the fascinating variety I observed in the twenty-nine days. So I went back over those days ... managers assume—such as maintaining the work flow, managing out of the middle, connecting to the external environment—as ...
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... managing, they have all too often contradicted each other, requiring managers to live a myth—the folklore of planning ... twenty-nine days of my later research to illustrate these characteristics.3 They are as follows: • The unrelenting ...
... managing, they have all too often contradicted each other, requiring managers to live a myth—the folklore of planning ... twenty-nine days of my later research to illustrate these characteristics.3 They are as follows: • The unrelenting ...
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... managers among the twenty-nine who seemed to be even more constrained, in fact, proved to be among the most proactive. (In Chapter 5, we shall discuss Peter Coe of the National Health Service of England, as he “managed out of the middle ...
... managers among the twenty-nine who seemed to be even more constrained, in fact, proved to be among the most proactive. (In Chapter 5, we shall discuss Peter Coe of the National Health Service of England, as he “managed out of the middle ...
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