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.
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