This text describes the manager's job using findings of empirical studies conducted internationally throughout many levels of management. The text summarizes eight current schools of thought on the manager's job and analyzes the consistencies and variations in managers' roles and working characteristics.

The nature of managerial work

Business & Money

HENRY MINTZBERG

Management & Leadership

Harper&Row

This volume integrates human relations aspects of Strategic Management (Organizational Behavior, Power and Politics, Organizational Design) with the more mathematical analytical aspects which have been derived from Financial Analysis, Economic Analysis, Portfolio Analysis, and Operations Management.

The Strategy Process: Concepts and Cases

Prentice Hall College Div.

This collection of readings, edited by Henry Mintzberg, presents an up-to-date look at how actual companies act strategically and the research driving them.
While retaining many of the classic articles, this new edition includes the most exciting new organization and strategy concepts to emerge in the last few years: Core Competency Strategies; Strategic Outsourcing; Managing with the new digital technologies; and Managing Hypercompetition.

Readings in the Strategy Process

Biography & History

"My favourite management book of the last 25 years? No contest. The Rise & Fall of Strategic Planning by Henry Mintzberg." Tom PetersIn this definitive and revealing history, Henry Mintzberg unmasks the process that has mesmerized so many organisations since 1965: strategic planning. One of the original management thinkers, Mintzberg concludes 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 dramatically. Mintzberg traces the origin and history of strategic planning through its prominence and subsequent fall. He argues that we must reconcieve the process by which strategies are created by emphasizing informal learning and personal vision. Mintzberg proposes new definitions of planning and strategy, and examines in unusual ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called 'pitfalls' of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process - in that discontinuities can be predicted, that strategists can be detached from the operations of the organisation, and that the process of strategy-making itself can be formalized. Mintzberg devotes a substantial section to the new role of planning, plans and planners, not inside the strategy-making process, but around it, in support of it, providing some of its inputs and sometimes programming its outputs, as well as encouraging strategic thinking in general. This book is essential reading for anyone in an organization who is influenced by the planning or strategy-making process. It is also suitable for undergraduate and postgraduate students undertaking corporate strategy, strategic management and business policy courses. Henry Mintzberg is Professor of Strategy and Organization and the John Cleghorn Professor of Management Studies at McGill University, Canada, and visiting Professor ar INSEAD, France. He is a two time winner of the prestigious McKinsey Award for best Harvard Business Review articles; a fellow of the Royal Society of Canada - the first elected from a management faculty - and past president of the Strategic Management Society, the worldwide association of practitioners and scholars in the field. He is the author of several seminal books including The Strategy Process, Structure in Fives and The Structuring of Organisations.

The Rise and Fall of Strategic Planning

Financial Times/Prentice Hall

"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 &amp; Fall of Strategic Planning by Henry Mintzberg." Tom Peters The word strategy has been around for a long time. It is considered to be the high point of managerial activity, and managers use the word both freely and fondly. But what does the word really mean? Strategy Safari sets out to provide an answer. In this colourful primer, Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel draw together diverse strands of strategic thought into ten distinct schools. In a final chapter they seek to blend the schools together; pointing out however that a truly unified theory may not be possible or desirable. The result is a thoughtful and readable guide to the wilds of strategic management. Stratefy Safari can be read by anyone with an interest in business strategy but it is especially useful to those managers, scholars and students who must reconcile academic theory with the everyday reality of modern corporate practice. "Like butchers, the academics and consultants chop up reality for their own convenience...managers can allow themselves no such luxuries.They can use it only if it remains intact as a living being."

Strategy Safari : A Guided Tour Through the Wilds of Strategic Management

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.

Strategy Safari: A Guided Tour Through the Wilds of Strategic Management

Simon&Schuster

Strategy Safari: AND FT Voucher: A Guided Tour Through the Wilds of Strategic Management

Financial Times and Prentice Hall

In Managers, Not MBAs, Henry Mintzberg offers a sweeping critique of how managers are educated and how management, as a result, is practiced, making thoughtful and controversialrecommendations for reforming both. Management, Mintzberg writes, is a practice that blends a great deal of craft (experience) with a certain amount of art (insight) and some science (analysis). Because conventional MBA programs are designed almost exclusively for young people with little managerial experience, and hence little art and no craft to draw upon, the programs overemphasize science, in the form of analysis and technique. Graduates leave with a distorted impression that management consists entirely of applying formulas to situations, which has had a corrupting, dehumanizing effect not just on the practice of management but also on our organizations and our social institutions. Turning to how managers should be developed, Mintzberg describes a set of innovative programs designed to address these shortcomings: the International Masters in Practicing Management (IMPM). Finally, he outlines how business schools can transform themselves to become true schools of management. Managers, Not MBAs presents the kind of bold, iconoclastic thinking readers have come to expect from the man Fast Company magazine called one of the most original minds in management.

Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development

AudioGO

Managers Not MBAs

Blackstone on Brilliance Audio

Grandeur et décadence de la planification stratégique

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Books by HENRY MINTZBERG