Description

 This landmark book by one of the world’s leading business thinkers is about managing, pure if not simple. It tackles the big questions managers everywhere face, such as:

• How is anyone supposed to think, let alone think ahead, in this frenetic job?
• Are leaders really more important than managers?
• Is email destroying management practice?
• Are managers the only ones who can, or should, manage?
• How are managers supposed to connect when the very nature of their job disconnects them from what they are managing?  
• How can you manage it when you can’t reliably measure it?

 

MANAGING MAKES SENSE OF WHAT MIGHT BE THE WORLD’S MOST IMORTANT JOB.

Table of Contents

Table of Contents

Preface

A Note to the Reader

Chapter 1: Managing Ahead

Chapter 2: The Dynamics of Managing

Chapter 3: A Model of Managing

Chapter 4: The Untold Varieties of Managing

Chapter 5: The Inescapable Conundrums of Managing

Chapter 6: Managing Effectively

Appendix: Eight Days of Managing

Back Cover

“When it comes to management, Mintzberg’s opinion matters.”

People Management

 

“One of the most original minds in management.”

Fast Company

 

“Tackles the most important issues of management practice head-on.”

Business Executive

 

This landmark book by one of the world’s leading business thinkers is about managing, pure if not simple. It tackles the big questions managers everywhere face, such as:

• How is anyone supposed to think, let alone think ahead, in this frenetic job?

• Are leaders really more important than managers?

• Is email destroying management practice?

• Are managers the only ones who can, or should, manage?

• How are managers supposed to connect when the very nature of their job disconnects them from what they are managing?

• How can you manage it when you can’t reliably measure it?

MANAGINGMAKES SENSE OF WHAT MIGHT BE THE WORLD’S MOST IMORTANT JOB.

Reader Review(s)

WINNER CMI MANAGEMENT BOOK OF THE YEAR — IF YOU ONLY READ ONE MANAGEMENT BOOK THIS YEAR MAKE IT MANAGING BY HENRY MINTZBERG.