The iconic Henry Mintzberg provides a crystal-clear map to the forms and forces that shape all human organizations, synthesizing his fifty years of research.
We live in a world of organizations, from our birth in hospitals until our burial by funeral homes. In between, we are educated, employed, entertained, and exasperated by organizations. We had better understand how these strange beasts really work. But where can we go to find out?
Welcome to Understanding Organizations . . . Finally! For half a century, Mintzberg has been observing organizations, advising them, engaging them, and escaping them. Here he offers a masterful update and revision of his 1983 classic, Structure in Fives.
Believing there is one best way to structure organizations is the worst way to do so. A better place to start is by recognizing different species of organizations. Mintzberg identifies seven-personal enterprises, programmed machines, professional assemblies, project pioneers, and others. He explores these forms and the seven forces that drive them toward hybrids and across their life cycles.
You will find no better guide to the care and feeding of these extraordinarily varied and vital creatures than this book.
Je ligt waarschijnlijk net als de meeste managers 's nachts wakker van je werk. Je team functioneert niet optimaal. Je krijgt de hele avond nog mailtjes. Je moet iemand ontslaan.
Dan is Mintzberg in essentie hét boek voor jou!
Het zijn de 42 meest gelezen artikelen van Henry Mintzberg. Samen bieden ze ogenschijnlijk eenvoudige, onverwachte en meesterlijke managementinzichten.
Inzichten die je 's avonds kan luisteren. Waar je een nacht op kan slapen en – na een goed ontbijt – de volgende dag gelijk in de praktijk kan brengen.
Kort samengevat is het tijd dat managers hun luchtkastelen verlaten en gaan uitzoeken wat er in hun koninkrijk aan de hand is.
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."
Management giant Henry Mintzberg turns his attention to health care, arguing that many of the massive issues facing health care stem from the fact that it is not a cohesive system. To heal itself, health care must become less distant and opaque and more engaging and collaborative."Health care is not failing but succeeding, expensively, and we don't want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure."
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Enough of the imbalance that is causing the degradation of our environment, the demise of our democracies, and the denigration of ourselves. Enough of the pendulum politics of left and right and paralysis in the political center. We require an unprecedented form of radical renewal. In this book Henry Mintzberg offers a new understanding of the root of our current crisis and a strategy for restoring the balance so vital to the survival of our progeny and our planet.
With the collapse of the communist regimes of Eastern Europe, Western pundits declared that capitalism had triumphed. They were wrong-balance triumphed. A healthy society balances a public sector of respected governments, a private sector of responsible businesses, and a plural sector of robust communities. Communism collapsed under the weight of its overbearing public sector.
Now the "liberal democracies" are threatened-socially, politically, even economically-by the unchecked excesses of the private sector.
Radical renewal will have to begin in the plural sector, which alone has the inclination and the independence to challenge unacceptable practices and develop better ones. Too many governments have been co-opted by the private sector. And corporate social responsibility can't compensate for the corporate social irresponsibility we see around us "They" won't do it. We shall have to do it, each of us and all of us, not as passive "human resources," but as resourceful human beings.
Tom Paine wrote in 1776, "We have it in our power to begin the world over again." He was right then. Can we be right again now? Can we afford not to be?
In 2009 Henry Mintzberg’s Managing was named one of the best books of the year by Strategy+Business and Library Journal, the number two business book of the year by the Toronto Globe and Mail, one of the top ten academic titles by Choice magazine, and the management book of the year in a competition organized by the Chartered Management Institute in association with the British Library.
So this is clearly a book every manager should read. But one of the issues Mintzberg addresses is the frenetic pace and relentless pressures of the job—most managers hardly have time to think. So Mintzberg has done some revising and some updating and has distilled the essence of his original book into a lean, action-oriented shortened version.
The core of the book remains the same: Mintzberg’s observations of twenty-nine different managers, from business, government, and nonprofits, working in diverse settings ranging from a refugee camp to a symphony orchestra. What he saw led him to develop a new model of management, one firmly grounded in his conclusion that it is not a profession or a science. “It is a practice,” he writes, “learned primarily through experience and rooted in context.”
But context cannot be seen in the usual way. Factors such as national culture, level in a hierarchy, and even personal style turn out to have a far different influence—sometimes much less—than we have traditionally thought. Mintzberg also offers a compelling discussion of some of the inescapable conundrums of managing. How can you get in deep when there is so much pressure to get it done? How can you manage it when you can’t reliably measure it? How do you balance the need for change with the need for continuity?
He concludes with a provocative look at what being an effective manager really means, which he describes as “engaging management.” This 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.
“This is an excellent, must-read book for managers and aspiring managers.”—Booklist on Managing
In 2009 Henry Mintzberg's Managing was named one of the best books of the year by Strategy+Business and Library Journal, the number two business book of the year by the Toronto Globe and Mail, one of the top ten academic titles by Choice magazine, and the management book of the year in a competition organized by the Chartered Management Institute in association with the British Library.
So this is clearly a book every manager should read. But one of the issues Mintzberg addresses is the frenetic pace and relentless pressures of the job—most managers hardly have time to think. So Mintzberg has done some revising and some updating and has distilled the essence of his original book into a lean, action-oriented shortened version.
The core of the book remains the same: Mintzberg's observations of twenty-nine different managers, from business, government, and nonprofits, working in diverse settings ranging from a refugee camp to a symphony orchestra. What he saw led him to develop a new model of management, one firmly grounded in his conclusion that it is not a profession or a science. 'It is a practice,' he writes, 'learned primarily through experience and rooted in context.'
But context cannot be seen in the usual way. Factors such as national culture, level in a hierarchy, and even personal style turn out to have a far different influence—sometimes much less—than we have traditionally thought. Mintzberg also offers a compelling discussion of some of the inescapable conundrums of managing. How can you get in deep when there is so much pressure to get it done? How can you manage it when you can't reliably measure it? How do you balance the need for change with the need for continuity?
He concludes with a provocative look at what being an effective manager really means, which he describes as 'engaging management.' This 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.
In this audiobook, Henry Mintzberg offers a sweeping critique of how managers are educated and how management, as a result, is practiced, and makes thoughtful - and controversial - recommendations for reforming both. Management, Mintzberg writes, is a practice that blends a great deal of craft (experience) with a certain amount of art (insight) and some science (analysis). Because conventional MBA programs are designed almost exclusively for young people with little if any managerial experience, and hence little art and no craft to draw upon, the programs overemphasize science, in the form of analysis and technique. Graduates leave with a distorted impression that management consists entirely of applying formulas to situations, which has had a corrupting, dehumanizing effect not just on the practice of management, but also on our organizations and our social institutions. Turning to how managers should be developed, Mintzberg describes in detail a set of innovative programs designed to address these shortcomings that he and a group of colleagues have put into practice: the International Masters in Practicing Management (IMPM). Finally, he outlines how business schools can transform themselves to become true schools of management. Managers Not MBAs presents the kind of bold, iconoclastic thinking readers have come to expect from the man Fast Company magazine called "one of the most original minds in management."
This landmark book draws on Henry 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. 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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