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This landmark book by one of the worlds 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 cant reliably measure it? MANAGING MAKES SENSE OF WHAT MIGHT BE THE WORLDS MOST IMORTANT JOB.
"Henry Mintzberg is perhaps the world's premier management thinker" a Carlsberg-style endorsement of the author from Tom Peters, management guruHenry Mintzberg is one of todays best-known and most controversial management thinkers. Currently Cleghorn Professor of Management Studies at McGill University in Montreal, he is always interesting and usually controversial and holds the management and strategy communities in thrall. He claims to spend his public life dealing with organizations, and his private life escaping from them.Bruce Ahlstrand likes to prospect for strategy gems in unlikely places - from the game of Texas Holdem to the Greek tragedies. He has a D.Phil. from Oxford University and a M.Sc. from the London School of Economics. Bruce is the author is currently a professor of management at Trent University in Ontario, Canada.Joe Lampel began his career believing that strategy is the answer, but has recently concluded that it may be the answer to the wrong question. He first began to suspect this terrible truth during the long journey that produced the first edition of Strategy Safari. Further research, and numerous publications in journals that are well received in polite academic society, only served to confirm this belief. Joe was awarded a PhD in management by McGill University for good
Table of Contents Preface A Note to the Reader Chapter 1: Managing Ahead Chapter 2: The Dynamics of Managing Chapter 3: A Model of Managing Chapter 4: The Untold Varieties of Managing Chapter 5: The Inescapable Conundrums of Managing Chapter 6: Managing Effectively Appendix: Eight Days of Managing
