Managing

Managing. Mintzberg, H. Berrett-Koehler Publishers, September, 2009.

One of our most distinguished scholars offers a bold new view of the theory and practice of effective managementNamed one of the best management books of 2009 by strategy+business magazine, the Toronto Globe, and Mail and Library JournalWinner of the Axiom gold medal in the leadership category A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But OC instead of distinguishing managers from leaders, OCO Henry Mintzberg writes, OC we should be seeing managers as leaders, and leadership as management practiced well.OCO 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 booksOCorealities 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 professionOCoOC it is a practiceOCO he writes, OC learned primarily through experience, and rooted in context.OCOHaving 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 youOCOd think) and offers an illuminating typology of different approaches to managementOCowhat 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 effectivenessOCoan approach he calls OC engaged management.OCOThis 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

@book{mintzberg_managing_2009,
	title = {Managing},
	isbn = {978-1-57675-895-3},
	url = {https://market.android.com/details?id=book-ztZc6XKSBWMC},
	abstract = {One of our most distinguished scholars offers a bold new view of the
theory and practice of effective managementNamed one of the best
management books of 2009 by strategy+business magazine, the Toronto Globe,
and Mail and Library JournalWinner of the Axiom gold medal in the
leadership category A half century ago Peter Drucker put management on the
map. Leadership has since pushed it off. But OC instead of distinguishing
managers from leaders, OCO Henry Mintzberg writes, OC we should be seeing
managers as leaders, and leadership as management practiced well.OCO
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 booksOCorealities 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 professionOCoOC it is a practiceOCO he writes, OC
learned primarily through experience, and rooted in context.OCOHaving
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 youOCOd think) and offers an illuminating typology of
different approaches to managementOCowhat 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 effectivenessOCoan
approach he calls OC engaged management.OCOThis 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},
	publisher = {Berrett-Koehler Publishers},
	author = {Mintzberg, Henry},
	month = sep,
	year = {2009},
	keywords = {\#nosource, Management, Management/Birkinshaw  future of mgmt, Management/\_Management},
}

Downloads: 0

{"_id":"HSNhzDTkCxbXtP8j2","bibbaseid":"mintzberg-managing-2009","author_short":["Mintzberg, H."],"bibdata":{"bibtype":"book","type":"book","title":"Managing","isbn":"978-1-57675-895-3","url":"https://market.android.com/details?id=book-ztZc6XKSBWMC","abstract":"One of our most distinguished scholars offers a bold new view of the theory and practice of effective managementNamed one of the best management books of 2009 by strategy+business magazine, the Toronto Globe, and Mail and Library JournalWinner of the Axiom gold medal in the leadership category A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But OC instead of distinguishing managers from leaders, OCO Henry Mintzberg writes, OC we should be seeing managers as leaders, and leadership as management practiced well.OCO 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 booksOCorealities 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 professionOCoOC it is a practiceOCO he writes, OC learned primarily through experience, and rooted in context.OCOHaving 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 youOCOd think) and offers an illuminating typology of different approaches to managementOCowhat 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 effectivenessOCoan approach he calls OC engaged management.OCOThis 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","publisher":"Berrett-Koehler Publishers","author":[{"propositions":[],"lastnames":["Mintzberg"],"firstnames":["Henry"],"suffixes":[]}],"month":"September","year":"2009","keywords":"#nosource, Management, Management/Birkinshaw future of mgmt, Management/_Management","bibtex":"@book{mintzberg_managing_2009,\n\ttitle = {Managing},\n\tisbn = {978-1-57675-895-3},\n\turl = {https://market.android.com/details?id=book-ztZc6XKSBWMC},\n\tabstract = {One of our most distinguished scholars offers a bold new view of the\ntheory and practice of effective managementNamed one of the best\nmanagement books of 2009 by strategy+business magazine, the Toronto Globe,\nand Mail and Library JournalWinner of the Axiom gold medal in the\nleadership category A half century ago Peter Drucker put management on the\nmap. Leadership has since pushed it off. But OC instead of distinguishing\nmanagers from leaders, OCO Henry Mintzberg writes, OC we should be seeing\nmanagers as leaders, and leadership as management practiced well.OCO\nMintzberg aims to restore management to its proper place: front and\ncenter.To gain an accurate picture of management as practiced rather than\nmanagement as preached, Mintzberg watched twenty-nine different managers\nwork a typical day. They came from business, government, and nonprofits,\nfrom all sorts of industries, including banking, policing, filmmaking,\naircraft production, retailing, and health care, and worked in diverse\nsettings ranging from a refugee camp to a symphony orchestra. These\nobservations form the empirical basis for this book. Mintzberg shows that\nin the real world managers cannot be the reflective, systematic planners\nidealized in most management booksOCorealities like the unrelenting pace,\nthe frequent interruptions, and the dizzying variety of activity make that\nimpossible. Recognizing this, he outlines a new model of management: not a\nlist of tasks but a dynamic process in which managers accomplish their\npurpose working through information, through people, and, more rarely,\nthrough direct action. Mintzberg describes the various roles managers\nadopt to function on these three planes, emphasizing that they must work\non all of three simultaneously, determining the balance best suited to\ntheir specific, unique situation. Which is why management, Mitzberg\ninsists, is not a professionOCoOC it is a practiceOCO he writes, OC\nlearned primarily through experience, and rooted in context.OCOHaving\nestablished the nature of modern management, Mintzberg looks at the\nvarieties of managing experience. He identifies twelve factors that\ninfluence managing, highlighting the ones that are truly important (not\nnecessarily the ones youOCOd think) and offers an illuminating typology of\ndifferent approaches to managementOCowhat he calls postures of managing.\nHe provides insightful ways of dealing with some of the most vexing\nconundrums managers face, and ultimately pulls everything together to\noffer a comprehensive picture of true managerial effectivenessOCoan\napproach he calls OC engaged management.OCOThis book is vintage Mintzberg:\nprovocative, irreverent, carefully researched, myth-busting. It is the\nmost authoritative and revealing book yet written about what managers do,\nhow they do it, and how they can have the greatest impact},\n\tpublisher = {Berrett-Koehler Publishers},\n\tauthor = {Mintzberg, Henry},\n\tmonth = sep,\n\tyear = {2009},\n\tkeywords = {\\#nosource, Management, Management/Birkinshaw future of mgmt, Management/\\_Management},\n}\n\n\n\n","author_short":["Mintzberg, H."],"key":"mintzberg_managing_2009","id":"mintzberg_managing_2009","bibbaseid":"mintzberg-managing-2009","role":"author","urls":{"Paper":"https://market.android.com/details?id=book-ztZc6XKSBWMC"},"keyword":["#nosource","Management","Management/Birkinshaw future of mgmt","Management/_Management"],"metadata":{"authorlinks":{}},"downloads":0,"html":""},"bibtype":"book","biburl":"https://bibbase.org/zotero/rbonino","dataSources":["spEgaqPu3Z7pZaoxN"],"keywords":["#nosource","management","management/birkinshaw future of mgmt","management/_management"],"search_terms":["managing","mintzberg"],"title":"Managing","year":2009}