Editor: Berrett-Koehler Publishers
A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. "We should be seeing managers as leaders," he writes, "and leadership as management practiced well." 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.
To gain an accurate picture of management as practiced rather than management as preached, Mintzberg watched twenty-nine different managers work for a day each. They came from business, government, and nonprofits, from all sorts of industries, and worked in diverse settings ranging from a refugee camp to a symphony orchestra.
Mintzberg 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."
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