This is clearly abook every manager should listen to. 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.
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 with a certain amount of art and some science. But conventional MBA programs are designed almost exclusively for young people with little if any managerial experience.
This landmark book draws on Henry Mintzberg's observations of 29 managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra.
"The Buddha in Business ?"
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.
In 1989, as the Berlin Wall fell alongside communism in Eastern Europe, pundits in the West proclaimed the triumph of capitalism. The American historian Francis Fukuyama even declared “the end of history,” writing in National Interest‘s summer 1989 issue that he saw “the universalization of Western liberal democracy as the final form of human government.” It has not worked out that way.
If you want to understand the difference between a network and a community, ask your Facebook friends to help paint your house.
Managing does not change, not fundamentally. It is a practice, rooted in art and craft, not a science or a profession, based mainly on analysis. The subject matter of managing certainly changes, all the time, as do the styles that some managers favor, but not the basic practice.