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When you want to find managing mintzberg, you may need to consider between many choices. Finding the best managing mintzberg is not an easy task. In this post, we create a very short list about top 10 the best managing mintzberg for you. You can check detail product features, product specifications and also our voting for each product. Let’s start with following top 10 managing mintzberg:
Best managing mintzberg
1. Managing
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ISBN13: 9781605098746Condition: New
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Description
A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But instead of distinguishing managers from leaders, Henry Mintzberg writes, we should be seeing managers as leaders, and leadership as management practiced well. Mintzberg aims to restore management to its proper place: front and center.To gain an accurate picture of management as practiced rather than management as preached, Mintzberg watched twenty-nine different managers work a typical day. They came from business, government, and nonprofits, from all sorts of industries, including banking, policing, filmmaking, aircraft production, retailing, and health care, and worked in diverse settings ranging from a refugee camp to a symphony orchestra. These observations form the empirical basis for this book.
Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management booksrealities like the unrelenting pace, the frequent interruptions, and the dizzying variety of activity make that impossible. Recognizing this, he outlines a new model of management: not a list of tasks but a dynamic process in which managers accomplish their purpose working through information, through people, and, more rarely, through direct action. Mintzberg describes the various roles managers adopt to function on these three planes, emphasizing that they must work on all of three simultaneously, determining the balance best suited to their specific, unique situation. Which is why management, Mitzberg insists, is not a professionit is a practice he writes, learned primarily through experience, and rooted in context.
Having established the nature of modern management, Mintzberg looks at the varieties of managing experience. He identifies twelve factors that influence managing, highlighting the ones that are truly important (not necessarily the ones youd think) and offers an illuminating typology of different approaches to managementwhat he calls postures of managing. He provides insightful ways of dealing with some of the most vexing conundrums managers face, and ultimately pulls everything together to offer a comprehensive picture of true managerial effectivenessan approach he calls engaged management.
This book is vintage Mintzberg: provocative, irreverent, carefully researched, myth-busting. It is the most authoritative and revealing book yet written about what managers do, how they do it, and how they can have the greatest impact.
2. Simply Managing: What Managers Do # and Can Do Better
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Used Book in Good ConditionDescription
The Essence of ManagingHenry Mintzberg appreciates that managers are busy people. So he has taken his classic book Managing, done some updating, and distilled its essence into a lean 176 pages of text.
The essence of the book remains the same: what Mintzberg learned from observing twenty-nine managers in settings ranging from a refugee camp to a symphony orchestra. Simply Managing considers the intense dynamics of this job as well as its inescapable conundrums, for example:
How is anyone supposed to think, let alone think ahead, in this frenetic job?
Are leaders really more important than managers?
Where has all the judgment gone?
Is email destroying management practice?
How can managers connect when their job disconnects them from what they are managing?
If you read only one book about managing, this should be it!
3. Managing by Henry Mintzberg (2011-03-10)
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Managing. Spanish edition4. Managing the Myths of Health Care: Bridging the Separations between Care, Cure, Control, and Community
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BERRETT KOEHLERDescription
Health care is not failing but succeeding, expensively, and we dont want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure.In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
Management in health care should be about dedicated
and continuous care more than interventionist and episodic cures.
This professional form of organizing is the source of health cares great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit failswhen patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
Market control of health care is crass, state control is crude, professional control is closed. We need all threein their place.
The overall message of Mintzbergs masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
5. Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development
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Berrett-Koehler PublishersDescription
In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.The MBA trains the wrong people in the wrong ways with the wrong consequences, Mintzberg writes. Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
6. Simply Managing: What Managers Do - and Can Do Better by Henry Mintzberg (2013-09-26)
7. Mintzberg on Management
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Used Book in Good ConditionDescription
Henry Mintzberg revolutionized our understanding of what managers do in The Nature of Managerial Work, his landmark book. Now in this comprehensive new volume, Mintzberg broadens his vision to explore not only the function of management, but also that of the organization itself and its meaning for society. A treasury of the dynamic and iconoclastic ideas that have made him a mentor to an entire younger generation of leading management thinkers, Mintzberg on Management presents the collective wisdom of this influential scholar -- in strategy, structure, power, and politics -- the gestalt of organizational theory.Known as the guru of bottom-up management, Mintzberg broke with convention by actually going inside companies to witness the business of business. Revealing how strategy is really formulated, he shows here that successful strategy is rarely, if ever, born in solitary contemplation; rather, the elements usually come together in the heat of battle. In addition, Mintzberg identifies the keys to outstanding management. He begins by describing the good manager who successfully combines interpersonal, informational, and decision-making roles.
However, effectiveness in management, Mintzberg demonstrates, depends not only on a manager's embodiment of these necessary qualities, but also his or her insight into their own work. Performance depends on how well he understands and responds to the pressures and dilemmas of the job. As Mintzberg illustrates, it is often the case that job pressures can drive a manager to be superficial in his actions -- to overload himself with work, encourage interruption, respond quickly to every stimulus, avoid the abstract, make decisions in small increments, and do everything abruptly. The effective manager surmounts the pressures of superficiality by stepping back in order to see a broad picture, and making use of analytical inputs.
Keeping his focus on how real companies work, Mintzberg challenges traditional assumptions and answers from the grass roots level such essential questions as "How do organizations function and structure themselves?....How do their power relations develop and their goals form?" And, "By what processes do managers make important strategic decisions?"
With the same hard-hitting impact of his popular seminars for executives, Mintzberg on Management conveys Mintzberg's latest ideas on management and organization, including "Society Is Unmanageable as a Result of Management" and "Training Managers, Not MBAs? As solid and reality oriented in its approach as his classic The Nature of Managerial Work, this volume promises to have comparable sweeping influence on managers in all fields.
8. Bedtime Stories for Managers: Farewell, Lofty Leadership . . . Welcome, Engaging Management
Description
In forty-two succinct, surprising essays, legendary scholar Henry Mintzberg brings management down from the clouds and onto solid ground.If you're like most managers and things keep you up at night, now you can turn to a book that's designed especially for you! But you won't find talking rabbits or princesses here. (There is a cow, but it doesn't jump.) Henry Mintzberg has culled forty-two of the best posts from his widely read blog and turned them into a deceptively light, sneakily serious compendium of sometimes heretical reflections on management.
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, "Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious."
9. Rise and Fall of Strategic Planning
Description
In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- that strategy cannot be planned because planning is about analysis and strategy is about synthesis. That is why, he asserts, the process has failed so often and so dramatically.Mintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called "pitfalls" of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change, and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized.
Mintzberg devotes a substantial section to the new role for planning, plans, and planners, not inside the strategy-making process, but in support of it, providing some of its inputs and sometimes programming its outputs as well as encouraging strategic thinking in general. This book is required reading for anyone in an organization who is influenced by the planning or the strategy-making processes.
10. Simply Managing: What Managers Do - and Can Do Better