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This landmark book by one of the world's leading business thinkers
is about managing, pure if not simple. It tackles the big questions
managers everywhere face, such as: How is anyone supposed to think,
let alone think ahead, in this frenetic job? Are leaders really
more important than managers? Is email destroying management
practice? Are managers the only ones who can, or should, manage?
How are managers supposed to connect when the very nature of their
job disconnects them from what they are managing? How can you
manage it when you can't reliably measure it? MANAGING MAKES SENSE
OF WHAT MIGHT BE THE WORLD'S MOST IMORTANT JOB.
Strategy Safari, the international bestseller on business strategy
by leading management thinker Henry Mintzberg and his colleagues
Bruce Ahlstrand and Joseph Lampel, is widely considered a classic
work in the field.No other book synthesizes the entire history and
evolution of strategic management in so lively and entertaining a
fashion. Since the initial publication of Strategy Safari,
managers, consultants, and academics all over the world have found
this book an indispensable and delightful tool--it has been
translated into more than ten languages, including Chinese,
Russian, and French, and has been used in top MBA programs
worldwide. Strategy Safari makes sense of a field that often seems
to make no sense. Mintzberg, Ahlstrand, and Lampel pair their
sweeping vision of strategy making with an authoritative catalog in
which they identify ten schools of strategy that have emerged over
the past four decades. Why struggle through the vast, confusing
terrain of strategy formation? With clarity and depth, Strategy
Safari maps the strategic landscape and facilitates intelligent,
informed strategy formation.
'There are two people, and only two, whose ideas must be taught to
every MBA in the world: Michael Porter and Henry Mintzberg.' -
Forbes Magazine The Strategy Process is a truly original and
authoritative strategy textbook. The author team of Mintzberg,
Lampel, Quinn and Ghoshal introduce a richness of theory and
practice into this text, offering an ideal introduction for those
who want to develop a deep understanding of strategy. Now into its
fifth edition, this text does not shy away from the complexity of
strategy but rather seeks to illuminate where it can and encourage
debate and reflection at every turn. It shows that strategy is
intimately connected with organizational politics and individual
management styles, and is firmly grounded in the real world rather
than pushing pure theory. As well as offering a comprehensive
overview of the huge body of academic knowledge in this area, The
Strategy Process encourages a practical perspective through 36
substantial case studies. From modern multinationals to the
battlefields of 19th century Europe, this book shows that strategy
is everywhere, and understanding it is essential.
This book slims down his award-winning work Managing (2009) and
provides streamlined advice to help new and experienced managers
get it right. Simply Managing answers questions including: How do I
deal with the pressures of management? What are the most important
elements of my job? And how do I get them right? How do I connect
in a job that's intrinsically disconnected? How do I maintain
confidence without becoming arrogant? What are the cornerstones of
effective management? It provides thoughtful, yet practical advice
from one of the world's most influential management thinkers.
SWOTed by strategy models? Crunched by analysis? Strategy doesn't
have to be this way. Strategy is really all about being different.
Thinking about it shouldn't make you reach for the snooze button.
Strategy Bites Back brings you a provocative, imaginative and
surprising mix of perspectives to help stimulate more creative
strategic thinking and more enjoyable strategy making. From voices
as diverse as and Lucy Kellaway, Mao Tse Tung and Jack Welch, even
Michael Porter and Gary Hamel, you can enjoy exploring the sharper
side of strategy. Strategy as a Little Black Dress Forecasting:
Whoops! Management and Magic Strategy and the Art of Seduction The
Soft Underbelly of Hard Data Strategy as destiny Jack Welch on
Planning The Seven Deadly Sins of Planning Strategy One Step at a
Time and many, many more. Why not have a good time reading a
strategy book for a change?
"Henry Mintzberg's views are a breath of fresh air which can only
encourage the good guys." The Observer Tied up in knots by KPIs?
Confused by core competencies? Management doesn't have to be this
way. In fact, it shouldn't be! One of today' best-known and most
controversial thinkers on management has joined forces with other
leading business figures to provide a thought-provoking mix of
writing on management. The cutting edge views depicted in this book
are controversially the opposite of what is often held up as the
truth in management. Management? Its Not What you Think! brings
readers an unusual mix of perspectives to help stimulate more
creative management thinking and more enjoyable, challenging and
more productive ways to lead their teams. This is a book readers
can dip into, a book they can savour, a book that won't fail to get
them reflecting on what management really is...
"Henry Mintzberg's views are a breath of fresh air which can only
encourage the good guys." The Observer "My favourite management
book of the last 25 years? No contest. The Rise & Fall of
Strategic Planning." Tom Peters, managment guru Strategy is the
most prestigious but also the most confusing part of business.
Managers are constantly bombarded with new jargon and the latest
fads promising the magic bullet for every strategic problem. The
world of strategy can seem to be an impenetrable jungle. Strategy
Safari presents a powerful antidote to the dilemma of needing to
know about strategy and yet not being able to find any
comprehensible guidelines. This revised edition is a comprehensive,
colourful and illuminating tour through the wilds of strategic
management. In this provocative, jargon-free and extremely readable
guide, top strategy authors Mintzberg, Ahlstrand & Lampel
clearly set out and critique each of the ten major schools of
strategic management thinking to help you grasp what you really
need to know. Take the strategy safari - your business will thank
you for it.
Unsere Organisationswelt Unsere Gesellschaft ist, zum Guten oder
zum Schlechten, eine Gesellschaft von Organi sationen geworden. Wir
werden in Organisationen geboren, in ihnen erzogen, so dass wir
spater in ihnen arbeiten konnen. Gleichzeitig helfen und
unterhalten uns die Organisatio nen. Sie regieren und schikanieren
uns (manchmal gleichzeitig). Und am Ende werden wir von ihnen
beigesetzt. Abgesehen von einer kleinen Gruppe von
Wissenschaftlern, den "Organisationstheoretikern," die sie
erforschen, und den Managern, die ein Interesse an fundierteren
Einsichten in ihre Tatigkeit haben, verstehen jedoch nur wenige
Menschen diese fremdartigen kollektiven Phanomene, die unser
Alltagsleben so stark beeinflussen. Wenn jemand etwas uber seine
Psyche wissen will, muss er nur in einen Buchladen gehen, und eines
von unzahligen Buchern herausgreifen, die sich damit beschaftigen,
wie sein Geist, sein Korper oder sein Verhalten angeblich
funktionieren. Wenn man aber seine Organisation verstehen will,
dann muss man tatsachlich eine Universitatsbuchhand lung finden und
sich dann durch das Dickicht einiger akademischer Lehrbucher kamp
fen, wenn man sich nicht auf irgendein Textbuch verlassen will, das
alles hubsch ordent lich - und wahrscheinlich zu einfach -
zusammenfasst."
In 2009, Henry Mintzberg s Managing was named one of the best books
of the year by strategy+business and Library Journal magazines, 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 320 - page book into a
lean, action - oriented 216 pages. 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.
Mintzberg does not accept conventional wisdom - he challenges it
constantly...erudite as well as practical.
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.
This is a book about management education that is about management.
I believe that both are deeply troubled, but neither can be changed
without changing the other.
Schooled to oversee fixed, almost unvarying routines, managers
today are unprepared to manage the conflicts in modern work flow
relationships. The demand for more and quicker responsiveness to
customers, market, product, and process changes means there are few
"routine" technologies left to manage. The modern line manager,
according to Sayles, must be a "working leader," managing work flow
relationships on the boundaries between jobs, functions,
departments; making things "work" through trade-offs with superiors
and peers. The working leader has an agenda, knows the system
inside out, is comfortable with fluidity, and recognizes that the
parts do not always fit into an integrated whole.
The recent emphasis on "core competencies" and "operating
capabilities" as keys to competitive advantage represents a radical
shift away from the presumption that business leadership is
primarily about strategic decisions. Corporate success, Sayles
insists, now depends upon execution, implementation, and expertise.
In the past managers presumed that work systems were programmed to
be efficient; now astute managers recognize that extraordinary
efforts are required to attain and maintain effective
operations.
Sayles shows with vivid case studies how middle managers with
an in-depth understanding of the organization can resolve the
inherent contradictions and ambiguities among design, sales, and
manufacturing. He also shows that while many companies are
instilling "customer consciousness" and "quality consciousness" as
compartmentalized activities, "effective" management of work
systems automatically leads to high performance in quality,
efficiency, and service. By facilitating high performance, hands on
working leaders can increase the sense of responsibility and
motivation of subordinates. Finding solutions to inconsistencies
and dilemmas in work systems forces managers to become real
leaders. Checking the interfaces and making modifications where
necessary -- managing on the boundaries -- are core competencies
for the working leader.
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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