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Mindmap von Camilo Cañas, aktualisiert more than 1 year ago
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Erstellt von Camilo Cañas
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MANAGING by Henry Mintzberg
- First Chapter
- Talk About " Management practice- Forward"
- The author aims in this first chapter
describe the reasons that led him to carry
out the research and methodology used
- "Twenty-nine days of practice management"
- In this research that was allowed to Mintzberg discover what
managers do. Review, interview a day's work of 29 different
managers sectors: business, government, health etc..
- Leadership as a key point
- Leadership has been in recent years over management practice
and not as a fundamental condition that every manager should
have.
- Mintzberg and others as Davis and
Newstrom claim that "Leadership is an
important part of the administration,
but not the only one.
- Mintzberg and others as Davis and
Newstrom claim that "Leadership
is an important part of the
administration, but not the only
one."
- Management is not a science nor a profession
- Management is not even
an applied science.
- It is clear that management
applied sciences.
- Managers need all The knowledge of who can muster.
- As
- The analysis in the scientific method
That means the scientific evidence
rather than scientific discovery
- Concludes that to be an effective manager maybe is not
as necessary be wonderful if more be not quite normal
and have mental clarity
- Concludes that to be an effective manager maybe is not
as necessary be wonderful if more be not quite normal
and have mental clarity
- The analysis in the scientific method
That means the scientific evidence
rather than scientific discovery
- Management as art, craft and science
- The art provides ideas and integration, the office trace
connections and builds on the tangible expectations and
science provides the order through the analysis of
knowledge sinstematico
- The art provides ideas and integration, the office trace
connections and builds on the tangible expectations and
science provides the order through the analysis of
knowledge sinstematico
- As
- Management is not even
an applied science.
- Mintzberg and others as Davis and
Newstrom claim that "Leadership is an
important part of the administration,
but not the only one.
- Leadership has been in recent years over management practice
and not as a fundamental condition that every manager should
have.
- Leadership as a key point
- In this research that was allowed to Mintzberg discover what
managers do. Review, interview a day's work of 29 different
managers sectors: business, government, health etc..
- "Twenty-nine days of practice management"
- The author aims in this first chapter
describe the reasons that led him to carry
out the research and methodology used
- Talk About " Management practice- Forward"
- Second Chapter
- Talk About "The dynamics of management practice"
- Features of management practice
- The brevity and variety
of its activities
- Significant activities seem to be
interleaved with the mundane without
any particular order; therefore, the
manager must be prepared to change
mental disposition quickly and frequently.
- Significant activities seem to be
interleaved with the mundane without
any particular order; therefore, the
manager must be prepared to change
mental disposition quickly and frequently.
- The action
orientation
- To some extent, managers tolerate
interruptions because they do not
want to discourage the flow of
current information.
- To some extent, managers tolerate
interruptions because they do not
want to discourage the flow of
current information.
- Fragmentation and
discontinuity of work
- The manager's job includes a perpetual
concern: the manager can never be free to
forget work, never have the pleasure of
knowing, even temporarily, that there is
nothing pending done.
- The manager's job includes a perpetual
concern: the manager can never be free to
forget work, never have the pleasure of
knowing, even temporarily, that there is
nothing pending done.
- The brevity and variety
of its activities
- Management is between 60% and 90% oral.
- The manager does not leave the
phone, meeting or mail to return
to work. These contacts are the
work
- Management practice has much to do with
the lateral relationships between colleagues
and with hierarchical relationships.
- Effective managers do not seem to be
those who enjoy greater freedom but
those who use their favor any degree of
freedom they can find.
- Effective managers do not seem to be
those who enjoy greater freedom but
those who use their favor any degree of
freedom they can find.
- Management practice has much to do with
the lateral relationships between colleagues
and with hierarchical relationships.
- Production manager has to be
measured largely in relation to
the information transmitted by
oral form or by email.
- We could characterize the position of the
manager as neck of an hourglass, located
between a network of external contacts
and internal unit where he is.
- The manager receives all kinds of
information and requests -procedente
people inside and outside- to giving them a
look, assimilates and transmits them to
others, again equally inside and outside the
unit.
- The manager receives all kinds of
information and requests -procedente
people inside and outside- to giving them a
look, assimilates and transmits them to
others, again equally inside and outside the
unit.
- We could characterize the position of the
manager as neck of an hourglass, located
between a network of external contacts
and internal unit where he is.
- The manager does not leave the
phone, meeting or mail to return
to work. These contacts are the
work
- Features of management practice
- Talk About "The dynamics of management practice"
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