Henry Mintzberg first became a star with his 1973 classic book, The Nature of Managerial Work, which overturned many standard views of what managers do and how they do it. Since then, Mintzberg has written many other important and bestselling books, such as The Rise and Fall of Strategic Planning and Managers Not MBAs. In this new book Mintzberg provides the most comprehensive, most authoritative, and most revealing examination of managing yet written. He updates his pathbreaking and influential findings in The Nature of Managerial Work, comprehensively analyzes research on managing over th.
""Dans cet ouvrage marquant, Henry Mintzberg décortique la vraie nature de la gestion telle qu'elle est vécue par ceux qui la pratiquent aujourd'hui. S'appuyant sur l'observation de 29 gestionnaires issus de divers pays, organisations et industries, il montre que la vision idéalisée du gestionnaire véhiculée par les ouvrages sur le sujet est totalement démentie par la réalité. À l'être réfléchi qui a toujours un plan bien précis en tête se superpose un travailleur acharné soumis à un rythme effréné, à des interruptions fréquentes et à un registre de tâches incroyablement étendu. Devant le fossé qui se creuse entre le mandat et son exercice, l'auteur pose des questions essentielles : Comment réfléchir quand le tourbillon est incessant? ; Où est passé l'esprit critique? ; Le courriel est-il en train de détruire l'exercice de la fonction? ; Les leaders sont-ils plus importants que les gestionnaires? ; Comment travailler en profondeur lorsque l'attente des résultats crée une pression si grande? Ciblant 12 facteurs-clés du management, Henry Mintzberg dépeint sa propre vision d'une gestion efficace. En définitive, Gérer (tout simplement) est peut-être l'ouvrage le plus éloquent jamais écrit sur le travail du gestionnaire."--P. 4 de la couv."
"Henry Mintzberg first became a star with his 1973 classic book, The Nature of Managerial Work, which overturned many standard views of what managers do and how they do it. Since then, Mintzberg has written many other important and bestselling books, such as The Rise and Fall of Strategic Planning and Managers Not MBAs. In this new book Mintzberg provides the most comprehensive, most authoritative, and most revealing examination of managing yet written. He updates his pathbreaking and influential findings in The Nature of Managerial Work, comprehensively analyzes research on managing over th."@en
"Uno dei più illustri studiosi di management al mondo offre una nuova e coraggiosa visione teorica e pratica finalizzata a un efficace lavoro manageriale. Saldamente basato su casi concreti ed esperienze reali, Mintzberg ha posto sotto osservazione manager appartenenti a organizzazioni, settori e paesi diversi fra loro. La realtà della gestione manageriale è fatta di ritmi incessanti, frequenti interruzioni e diversificazione di attività. A partire da questa constatazione, Mintzberg delinea un nuovo modello di management, non un elenco di compiti, ma un processo dinamico impostato su tre livelli: 1. l'informazione - che serve a pianificare e a comunicare; 2. le persone - con le quali attivare processi di leadership e networking; 3. l'azione diretta - per realizzare progetti e stringere accordi. Mintzberg descrive i vari ruoli assunti dai manager per essere efficaci su questi tre livelli d'intervento, sottolineando l'importanza di lavorare su tutti e tre contemporaneamente, alla ricerca dell'equilibrio più adatto a seconda delle specifiche situazioni. Il management, secondo Mintzberg, "non è una scienza, né tantomeno una professione, ma una pratica, fortemente radicata nel contesto, che si apprende soprattutto per mezzo dell'esperienza""
"Henry Mintzberg first became a star with his 1973 classic book, The Nature of Managerial Work, which overturned many standard views of what managers do and how they do it. Since then, Mintzberg has written many other important and bestselling books, such as The Rise and Fall of Strategic Planning and Managers Not MBAs. In this new book Mintzberg provides the most comprehensive, most authoritative, and most revealing examination of managing yet written. He updates his pathbreaking and influential findings in The Nature of Managerial Work, comprehensively analyzes research on managing over th."
"Managen beleuchtet den vielleicht wichtigsten Job, den es gibt. Seine Dynamik, seine Vielfalt, seine Rätsel und wie Manager ihn effektiv und gut beherrschen. Managen ist eine dynamische Tätigkeit, kein statische Wissenschaft. Mintzberg zeigt, dass Manager vielfach als überlegte und systematische Planer idealisiert werden und diesem Anspruch gar nicht gerecht werden können. Er skizziert Management als dynamischen Prozess. Mintzberg gilt als Enfant terrible unter den Managementvordenkern. Eine seiner Thesen: Management und Leadership sind Bestandteile des gleichen Jobs. Manager, die keine Leader sind, sind langweilig. Und Leader, die nicht managen, wissen nichts vom Geschäft. Die Trennung von Management und Leadership ist Unsinn. Mintzberg fordert auf zu einer längst überfälligen Diskussion über modernes Management: Wie kann man managen, wenn verlässliche Daten fehlen. Wie kann man eine Balance herstellen zwischen notwendiger Veränderung und Kontinuität? Wie kann man Dinge durchdenken, wenn die Zeit dazu fehlt? Effektive Manager sind nicht frei von Fehler, aber sie treffen die in der jeweiligen Situation bestmöglichen Entscheidungen. (Quelle: www.buchhandel.de)."
"Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management books--realities 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. --from publisher description"
"Mintzberg shows that in the real world managers cannot be the reflective, systematic planners idealized in most management books--realities 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. --from publisher description."
"Hauptbeschreibung Managen beleuchtet den vielleicht wichtigsten Job, den es gibt. Seine Dynamik, seine Vielfalt, seine Rätsel und wie Manager ihn effektiv und gut beherrschen. Managen ist eine dynamische Tätigkeit, kein statische Wissenschaft. Mintzberg zeigt, dass Manager vielfach als überlegte und systematische Planer idealisiert werden und diesem Anspruch gar nicht gerecht werden können. Er skizziert Management als dynamischen Prozess. Mintzberg gilt als Enfant terrible unter den Managementvordenkern. Eine seiner Thesen: Management und Leadership sind Bestandteile."
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