Henry Mintzberg revolutionized our understanding of what managers do in The Nature of Managerial Work, his landmark book. Now in this comprehensive new volume, Mintzberg broadens his vision to explore not only the function of management, but also that of the organization itself and its meaning for society. A treasury of the dynamic and iconoclastic ideas that have made him a mentor to an entire younger generation of leading management thinkers, Mintzberg on Management presents the collective wisdom of this influential scholar -- in strategy, structure, power, and politics -- the gestalt of organizational theory. Known as the guru of bottom-up management, Mintzberg broke with convention by actually going inside companies to witness the business of business. Revealing how strategy is really formulated, he shows here that successful strategy is rarely, if ever, born in solitary contemplation; rather, the elements usually come together in the heat of battle. In addition, Mintzberg identifies the keys to outstanding management. He begins by describing the good manager who successfully combines interpersonal, informational, and decision-making roles. However, effectiveness in management, Mintzberg demonstrates, depends not only on a manager's embodiment of these necessary qualities, but also his or her insight into their own work. Performance depends on how well he understands and responds to the pressures and dilemmas of the job. As Mintzberg illustrates, it is often the case that job pressures can drive a manager to be superficial in his actions -- to overload himself with work, encourage interruption, respond quickly to every stimulus, avoid the abstract, make decisions in small increments, and do everything abruptly. The effective manager surmounts the pressures of superficiality by stepping back in order to see a broad picture, and making use of analytical inputs. Keeping his focus on how real companies work, Mintzberg challenges traditional assumptions and answers from the grass roots level such essential questions as "How do organizations function and structure themselves?....How do their power relations develop and their goals form?" And, "By what processes do managers make important strategic decisions?" With the same hard-hitting impact of his popular seminars for executives, Mintzberg on Management conveys Mintzberg's latest ideas on management and organization, including "Society Is Unmanageable as a Result of Management" and "Training Managers, Not MBAs? As solid and reality oriented in its approach as his classic The Nature of Managerial Work, this volume promises to have comparable sweeping influence on managers in all fields.

Mintzberg on Management

Business & Money

MINTZBERG, HENRY

Management & Leadership

Free Press

In this definitive and revealing history, Henry Mintzberg, the iconoclastic former president of the Strategic Management Society, unmasks the press that has mesmerized so many organizations since 1965: strategic planning. One of our most brilliant and original management thinkers, Mintzberg concludes that the term is an oxymoron -- 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 so dramatically. Mintzberg traces the origins and history of strategic planning through its prominence and subsequent fall. He argues that we must reconceive the process by which strategies are created -- by emphasizing informal learning and personal vision -- and the roles that can be played by planners. Mintzberg proposes new and unusual definitions of planning and strategy, and examines in novel and insightful 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 -- that discontinuities can be predicted, that strategists can be detached from the operations of the organization, and that the process of strategy-making itself can be formalized. Mintzberg devotes a substantial section to the new role for planning, plans, and planners, not inside the strategy-making process, but 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 required reading for anyone in an organization who is influenced by the planning or the strategy-making processes.

Rise and Fall of Strategic Planning

The Nature of Managerial Work

An overview of significant research into the roles and working characteristics of managers is supported by case histories, describing the professional activities of five top executives

Harpercollins College Div

This collection of readings, edited by Henry Mintzberg, is combined with cases from James Brian Quinn. Together they present an upâ€“toâ€“date look at how actual companies act strategically and the research driving them. Strategies. Strategists. Formulating Strategy. Analyzing Strategy. Strategy Formation. Strategic Change. Cognition. Organization. Technology. Collaboration. Globalization. Values. Managing Start-Up. Managing Maturity. Managing Experts. Managing Innovation. Managing Diversity. Managing Otherwise.

The Strategy Process (4th Edition)

Ghoshal, Sumantra

Lampel, Joseph B.

Quinn, James Brian

PRENTICE/HALL

This is the first European edition of Mintzberg and Quinn's "Strategy Process". Based upon the second edition of the original, this version has been radically revised to produce a shorter, more European approach: more than 60% of the cases are now fully European. There are important new readings to replace older or inappropriate readings and a new section on the "global context" is included. All of the revisions have been made in response to extensive feedback from European adopters.

The Strategy Process: European Edition

Ghoshal, Suma Ntra

Strategy Bites Back is the antidote to conventional strategy books -- and conventional strategy formation. Edited by the legendary Henry Mintzberg, it contains contributions from everyone from Gary Hamel to Napoleon Bonaparte, Michael Porter to Hans Christian Andersen: essays, poems, case studies, cartoons, whatever it takes to 'free your mind' and unleash the crucial emotional side of strategy formation. Coverage includes: strategy and brinkmanship, culture, seduction; strategy lessons from your mother, from beehives, chess grandmasters, even the National Zoo. Along the way, Mintzberg and his colleagues take on the sacred cows and entrenched beliefs that keep strategists from recognizing their most powerful options. Strategy Bites Back doesn't just make strategy fun: it helps define strategies that offer huge upsides and real inspiration.

Strategy Bites Back: It is a Lot more, and less, than you ever imagined....

Lampel, Joseph

Ahlstrand, Bruce W.

Pearson P T R

This collection of readings, edited by Henry Mintzberg, is combined with cases from James Brian Quinn. Together they present an up–to–date look at how actual companies act strategically and the research driving them. 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, Managing Hypercompetition; addresses global dimensions of today's major strategy issues; cases provide a balanced mix of service industries, global competition, high technology concepts, new organizational forms, and management of software systems; examines the cross functional aspects of strategic management from sources such as: Organizational Behavior, Operations Management, Power and Politics, and Organizational Design.

The Strategy Process: Concepts, Context and Cases (3rd Edition)

Pearson 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. An excellent resource for Business Managers and students of Business..

Readings in the Strategy Process (3rd Edition)

For Strategic Management and Business Policy courses for the undergraduate. John Voyer joins the already winning combination of Mintzberg and Quinn for this new version of the book that teaches "how strategies really form". This text will provide the most balanced and easily accessible coverage of the various schools of thought in strategy. The authors have strengthened the "formulation" material while keeping the already thorough coverage of "formation" material intact.

Strategy Process: Collegiate Edition, The

Voyer, John

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.

Prentice-Hall College Division

See the best price to sell, buy, or rent books by MINTZBERG, HENRY. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by MINTZBERG, HENRY

See the best price to sell, buy, or rent books by MINTZBERG, HENRY. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Mintzberg on Management

Rise and Fall of Strategic Planning

The Nature of Managerial Work

The Strategy Process (4th Edition)

The Strategy Process: European Edition

Strategy Bites Back: It is a Lot more, and less, than you ever imagined....

The Strategy Process: Concepts, Context and Cases (3rd Edition)

Readings in the Strategy Process (3rd Edition)

Strategy Process: Collegiate Edition, The

The Nature of Managerial Work