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In this exploration of the function of management, the author focuses on how companies work, challenging traditional assumptions from a grass roots point of view. He answers questions such as how do organizations function and structure themselves?, how do their power relationships develop and their goals form? and by what processes do managers make important strategic decisions?. He shows how the elements for successful business strategy is rarely born in solitary contemplation suggesting that they often come together in the heat of battle.

Tabla de contenidos provista por Syndetics

• Acknowledgment(p. ix)
• Our World of Organizations(p. 1)
• Part 1. On Management(p. 5)
• 1. The Manager's Job(p. 7)
• 2. Crafting Strategy(p. 25)
• 3. Planning on the Left Side, Managing on the Right(p. 43)
• 4. Coupling Analysis and Intuition in Management(p. 56)
• 5. Training Managers, Not MBAs(p. 79)
• Part II. On Organizations(p. 93)
• 6. Deriving Configurations(p. 95)
• 7. The Entrepreneurial Organization(p. 116)
• 8. The Machine Organization(p. 131)
• 9. The Diversified Organization(p. 153)
• 10. The Professional Organization(p. 173)
• 11. The Innovative Organization(p. 196)
• 12. Ideology and the Missionary Organization(p. 221)
• 13. Politics and the Political Organization(p. 236)
• 14. Beyond Configuration(p. 253)
• Part III. On Our Society of Organizations(p. 301)
• 15. Who Should Control the Corporation?(p. 303)
• 16. A Note on That Dirty Word "Efficiency"(p. 330)
• 17. Society Has Become Unmanageable as a Result of Management(p. 335)
• Notes(p. 374)
• For Further Detail(p. 386)
• Credits and Acknowledgments(p. 393)
• Index(p. 395)

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Library Journal Review

This book brings together Mintzberg's thoughts on organizations and how they are managed. The essays, many published previously in book or journal form, are grouped into three sections. The first deals with the world of management--what the manager does, the process of strategy development, and the need for both analysis and intuition in management. The second focuses on how differently configured organizations achieve coordination and formulate strageties, the role of politics in organizations, and the driving forces in organizations. The final section addresses the role of the large organization in society. The book raises many important questions. Highly recommended.-- Jane M. Kathman, Coll. of St. Benedict, St. Joseph, Minn. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

CHOICE Review

Mintzberg (McGill University and also president of the Strategic Management Association) is perhaps the preeminent scholar in management strategy and "processes." Nearly 20 years of seminal, high-profile contributions have displayed his distinctive competence at applying an empirically grounded realism to conventional (academic) management wisdom. Here he provides a wide-ranging analysis--part an anthology of ideas Mintzberg has developed over the years, and part entirely new (especially his incisive and critical concluding commentaries). These 17 chapters display the breadth of his contributions: five initially deal with management as such and its building blocks (the manager's job, strategy, planning, analysis and intuition, and managerial training); then nine chapters furnish an analytical typology of seven organizational configurations (entrepreneurial, machine, diversified , professional, innovative, missionary, political) framed by two dealing with overall organization design and character; finally, three chapters turn to external control of corporations, a note on efficiency, and a preachment on unmanageability, "Society Is Unmanageable as a Result of Management." The collection is outstanding: it is witty, provocative, seeded with real-life examples, and attentive to academic research. It is most highly recommended for its informative and challenging--yet readable--approach to organization and management. -J. C. Thompson, University of Connecticut

Notas de autor provistas por Syndetics

Henry Mintzberg is Bronfman Professor of Management at McGill University and is president of the Strategic Management Society. He is also a two-time winner of the McKinsey Award for the best Harvard Business Review article. His first McKinsey Award recognized "The Manager's Job: Folklore and Fact," published in 1975, and in 1987 Mintzberg received his second McKinsey Award for "Crafting Strategy."