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Showing 1 - 21 of 21 matches in All Departments
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.
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.
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.
There is a great deal of practice, discussion, and publication
about strategy, but surprisingly little investigation of the
processes by which strategies actually form in organizations. This
book reports the results of Henry Mintzberg's investigation about
this that he has conducted over several decades.
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.
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.
Thirty years ago, Mintzberg's bestseller ""The Nature of Managerial Work sought to dispel the myths of the disconnected, overly analytical manager by observing a week in the lives of five chief executives. In a sense, ""Managers Not MBAs is the sequel, delving as it does into current practice and the need for developing much better managers. The book examines what is wrong with both management education and management itself, and how both could be changed. Mintzberg explores the concept of management as a practice blending craft (experience) with art (insight) and some science (analysis). Conventional education in this realm, he says, encourages a ""calculating"" approach by overemphasizing the science, and a ""heroic"" approach by overstressing the art. Mintzberg argues instead for training balanced, dedicated managers who practice an ""engaging"" style, believing that their purpose is to leave behind stronger organizations, not just higher share prices.
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.
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