Henry Mintzberg Livres

Bousculant les idées reçues sur le management et ouvrant de nouvelles perspectives, Mintzberg se propose ici de décrire et interpréter ce que font vraiment les managers au quotidien... et pas seulement dans les entreprises : dans tout type d'organisation. Ce livre est le fruit d'une immersion dans le quotidien de 29 managers, issus de secteurs aussi variés que ceux des affaires, la politique, la santé et le social, exerçant aussi bien dans un camp de réfugiés que dans un orchestre... Donnant sens à la simple réalité concrète et quotidienne de ces hommes et femmes, Mintzberg décrit le management comme une pratique, et non pas comme une science ni une profession, acquise d'abord par l'expérience. Dans Managing, il reprend quelques-unes de ses conclusions antérieures, en reconsidère d'autres, et en introduit de nouvelles. Managing pourrait bien être le livre le plus éclairant sur ce que font les managers, comment ils le font et comment ils pourraient le faire encore mieux.

The iconic Henry Mintzberg provides a crystal-clear map to the seven forces that shape all human organizations, synthesizing sixty years of research on organizational design and theory. Human beings have been organizing to accomplish work for as long as we’ve existed. So why is organizational behavior still so elusive and mysterious? In this book, one of the greatest scholars in his field reframes his career’s work around the seven forces that drive all organizations. Mintzberg identifies them as efficiency, proficiency, consolidation, collaboration, culture, division, and conflict. Each of these forces aligns with one of the seven basic organizational forms: the Personal Enterprise, the Programmed Machine, the Professional Assembly, the Project Pioneer, the Divisional Form, the Community Ship, and the Political Arena. Mintzberg explores how these forms combine and hybridize and offers a life-cycle model to explain how organizations transition between the forms and hybrids. Mintzberg says that organizations are formed by a set of relationships, yet their purpose is achieved only through individual work—making the act of organizing a unique science. This brilliant book not only explains why organizations are the way they are, but it also shows how we can make our individual organizations function at the highest possible level.

Readings and cases are arranged to provide students with a conceptual insight into actual business situations. The book integrates the various strands of the strategy process - strategy itself, strategy analysis, structure, power and culture - and shows how they operate in different businesses - entrepreneurial, innovative, diversified, specialized and established.

Presents methods and examples of organizational structure using empirical literature to describe how organizations structure themselves. The book discusses the nature of managerial work, strategy formation process and issues associated with each type of structure.

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 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 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.

Strategy making is considered the high point of managerial activity. But bombarded by fads and fixes, most managers have been groping blindly to get their arms around the proverbial elephant. Now Henry Mintzberg, author of the award-winning "The Rise and Fall of Strategic Planning", has teamed up with Bruce Ahlstrand and Joseph Lampel to create a powerful antidote: a comprehensive and illuminating-- as well as colorful-- tour through the fields of strategic management. Mintzberg, Ahlstrand, and Lampel have shaped each of ten different approaches into a coherent school of strategy formation. In the process, the authors clarify the enormous amount of confusion that exists. The result is a tour de force: a brilliant, penetrating primer on business strategy that is, at the same time, immensely readable and fun. The authors provide a thorough critique of the contributions and limitations of each school-- from the design, planning, positioning, entrepreneurial, and cognitive schools to the learning, power, cultural, environmental, and configurational schools-- culminating in how they might combine to reveal that elephant. Unique, insightful, and essential, "Strategy Safari" is the indispensable guide for the creative manager.

Here's a guide that shows managers how to choose the best organizational design for their business from five basic structures identified by the author. In it readers will discover how to avoid typical mistakes, especially those pertaining to conflict among different divisions.

Reflecting the seminal thinking that has made him the mentor to a younger generation of leading management thinkers, Mintzberg explores the nature of managerial work and the organizational structure and power which affect it.

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.“The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.”Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.

Management: is it about taking charge, being systematic, driving change, making rational decisions? If you think these are the things managers do, this provocative book will make you think again. And if you already suspected that real management is much more messy than it appears in the clean and tidy theory, this book will confirm your suspicions - with a vengeance! Management? It's Not What You Think! is a captivating collection of articles, commentaries, poems, rants and more, selected by three renowned management writers who refuse to tread the conventional line. A whole range of delectable titbits will amuse you, challenge you, sometimes even anger you. This book will get you thinking and ultimately, help you bring a more thoughtful approach to your own management style. One of today' best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management.