By Henry Mintzberg, Bruce Ahlstrand & Joseph Lampel
Release Date : 2010-01-01
Genre : Negócios e finanças pessoais
FIle Size : 5.58 MB
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Safári de estratégia Henry Mintzberg é um dos maiores pensadores da administração da atualidade. Safári de estratégia é talvez o seu livro mais importante. Apresentamos aqui a sua segunda edição. Precisa dizer mais?
More by Henry Mintzberg, Bruce Ahlstrand & Joseph Lampel
Henry Mintzberg 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.
Henry Mintzberg 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.
Henry Mintzberg If you're like most managers and things keep you up at night, now you can turn to a book that's designed especially for you! But you won't find talking rabbits or princesses here. (There is a cow, but it doesn't jump.) Henry Mintzberg has culled forty-two of the best posts from his widely read blog and turned them into a deceptively light, sneakily serious compendium of sometimes heretical reflections on management.
The moral here is this: managers need to leave their castles and find out what's actually going on in their kingdoms. And like real bedtime stories, these essays have metaphors galore. So prepare to grow strategies like weeds and organize like a cow. Discover the maestro myth of managing, find the soft underbelly of hard data, and learn why downsizing is bloodletting and your board should be a bee. Mintzberg writes, “Just try not to be outraged by anything you read, because some of my most outrageous ideas turn out to be my best. They just take a while to become obvious.”
Henry Mintzberg In his new book, 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 (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 if any 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 in detail a set of innovative programs designed to address these shortcomings that he and a group of colleagues have put into practice: 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."
Henry Mintzberg 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.” Mintzberg writes, “and leadership as management practiced well.”
This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it?
This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.
Henry Mintzberg “Health care is not failing but succeeding, expensively, and we don't want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure.”
In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care.
The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business.
“Management in health care should be about dedicated and continuous care more than interventionist and episodic cures.”
This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night?
To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration.
“Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.”
The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
Henry Mintzberg There is a great deal of practice, discussion, and writing about strategy, but little investigation of the processes by which strategies actually form in organizations. This book shares the results of Henry Mintzberg's investigation into this, conducted over several decades, using case studies drawn from business and governmental organizations.
Henry Mintzberg Henry Mintzberg, considerado por The Wall Street Journal como uno de los pensadores más importantes en la gestión, nos ofrece su examen sobre qué hacen los directivos, cómo lo hacen y cómo lo pueden mejorar, basándose en observaciones y experiencias directas con gestores profesionales de diferentes categorías y ámbitos. Este libro muestra con enorme madurez la realidad cotidiana del trabajo directivo, aborda las cuestiones más importantes y analiza cómo afrontar los interrogantes más reiterados. En resumen, se atiende a la intensa dinámica y a la amplísima variedad de este puesto de trabajo, llegando a indicar cómo los gestores pueden llegar a ser más eficaces. Si como dice Mintzberg deberíamos estar viendo a los directores como líderes", "y al liderazgo como la gestión bien practicada , entenderemos que este libro haga inteligible para todos la tarea profesional hoy más exigida.
Henry Mintzberg Managen beleuchtet den vielleicht wichtigsten Job, den es gibt. Seine Dynamik, seine Vielfalt, seine Rätsel und wie Manager ihn effektiv und gut beherrschen. Managen ist eine dynamische Tätigkeit, kein statische Wissenschaft. Mintzberg zeigt, dass Manager vielfach als überlegte und systematische Planer idealisiert werden und diesem Anspruch gar nicht gerecht werden können. Er skizziert Management als dynamischen Prozess.
Mintzberg gilt als Enfant terrible unter den Managementvordenkern.
Eine seiner Thesen: Management und Leadership sind Bestandteile des gleichen Jobs. Manager, die keine Leader sind, sind langweilig. Und Leader, die nicht managen, wissen nichts vom Geschäft. Die Trennung von Management und Leadership ist Unsinn. Mintzberg fordert auf zu einer längst überfälligen Diskussion über modernes Management: Wie kann man managen, wenn verlässliche Daten fehlen. Wie kann man eine Balance herstellen zwischen notwendiger Veränderung und Kontinuität? Wie kann man Dinge durchdenken, wenn die Zeit dazu fehlt?
Effektive Manager sind nicht frei von Fehler, aber sie treffen die in der jeweiligen Situation bestmöglichen Entscheidungen.
Henry Mintzberg 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.
With the collapse of the communist regimes of Eastern Europe, Western pundits declared that capitalism had triumphed. They were wrong—balance triumphed. A healthy society balances a public sector of respected governments, a private sector of responsible businesses, and a plural sector of robust communities. Communism collapsed under the weight of its overbearing public sector.
Now the “liberal democracies” are threatened—socially, politically, even economically—by the unchecked excesses of the private sector.
Radical renewal will have to begin in the plural sector, which alone has the inclination and the independence to challenge unacceptable practices and develop better ones. Too many governments have been co-opted by the private sector. And corporate social responsibility can't compensate for the corporate social irresponsibility we see around us “They” won't do it. We shall have to do it, each of us and all of us, not as passive “human resources,” but as resourceful human beings.
Tom Paine wrote in 1776, “We have it in our power to begin the world over again.” He was right then. Can we be right again now? Can we afford not to be?
Henry Mintzberg Henry Mintzberg, profesor especializado en gestión de empresas, ha desarrollado a lo largo de su trayectoria tesis alternativas e innovadoras que han sido reconocidas con multitud de premios. Este libro es otro ejemplo de ese espíritu crítico, un trabajo que pretende aportar una profunda reflexión sobre la necesidad de un equilibrio entre lo público, lo privado y lo plural.
Sus estudios y talleres realizados por todos los continentes le han llevado a la conclusión de que en los últimos años se ha pasado de una sociedad de mercado a una sociedad de las corporaciones, una sociedad en la que los intereses corporativos se pueden estar imponiendo sobre los intereses sociales, provocando un peligroso y nocivo desequilibrio.
En ese contexto, Mintzberg sugiere una renovación social radical, donde los gobiernos reciban mensajes más claros de los ciudadanos y las grandes corporaciones abandonen la ciega justificación de su existencia basada únicamente en el interés de sus accionistas.
Henry Mintzberg Il lavoro manageriale, di Henry Mintzberg, è considerato uno dei più importanti e influenti testi di management degli ultimi anni. Un vero e proprio must per ogni manager. In questo nuovo volume l’autore ha voluto distillare l’essenza del suo pensiero in un libro più snello, operativo, orientato all’azione. Mintzberg affronta qui in modo estremamente diretto alcuni dei nodi problematici che da tempo sono considerati cruciali per il manager.
Henry Mintzberg O mais recente lançamento de um dos mais importantes pensadores da administração. Nesta obra, Mintzberg acompanha o dia a dia de 29 gerentes das mais diferentes áreas de atividade e de níveis de atuação, constatando a complexidade dessa atividade tão importante.