MANAGING by Henry Mintzberg

Description

Este es un mapa conceptual hecho por mi mismo, del capitulo 1, 2 del libro Managing del autor Henry Mintzberg.
Camilo Cañas
Mind Map by Camilo Cañas, updated more than 1 year ago
Camilo Cañas
Created by Camilo Cañas about 8 years ago
241
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Resource summary

MANAGING by Henry Mintzberg
  1. First Chapter
    1. Talk About " Management practice- Forward"
      1. The author aims in this first chapter describe the reasons that led him to carry out the research and methodology used
        1. "Twenty-nine days of practice management"
          1. 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..
            1. Leadership as a key point
              1. Leadership has been in recent years over management practice and not as a fundamental condition that every manager should have.
                1. Mintzberg and others as Davis and Newstrom claim that "Leadership is an important part of the administration, but not the only one.
                  1. Mintzberg and others as Davis and Newstrom claim that "Leadership is an important part of the administration, but not the only one."
                    1. Management is not a science nor a profession
                      1. Management is not even an applied science.
                        1. It is clear that management applied sciences.
                          1. Managers need all The knowledge of who can muster.
                            1. As
                              1. The analysis in the scientific method That means the scientific evidence rather than scientific discovery
                                1. Concludes that to be an effective manager maybe is not as necessary be wonderful if more be not quite normal and have mental clarity
                              2. Management as art, craft and science
                                1. 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
              2. Second Chapter
                1. Talk About "The dynamics of management practice"
                  1. Features of management practice
                    1. The brevity and variety of its activities
                      1. 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.
                      2. The action orientation
                        1. To some extent, managers tolerate interruptions because they do not want to discourage the flow of current information.
                        2. Fragmentation and discontinuity of work
                          1. 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.
                        3. Management is between 60% and 90% oral.
                          1. The manager does not leave the phone, meeting or mail to return to work. These contacts are the work
                            1. Management practice has much to do with the lateral relationships between colleagues and with hierarchical relationships.
                              1. 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.
                            2. Production manager has to be measured largely in relation to the information transmitted by oral form or by email.
                              1. 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.
                                1. 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.
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