The Management Myth
Search, Read and Download Book "The Management Myth" in Pdf, ePub, Mobi, Tuebl and Audiobooks. Please register your account, get Ebooks for free, get other books. We continue to make library updates so that you can continue to enjoy the latest books. Easy and Fast, 100%. If you have trouble, please contact us.
|Author||: Matthew Stewart|
|Editor||: W. W. Norton & Company|
"A devastating bombardment of managerial thinking and the profession of management consulting…A serious and valuable polemic." —Wall Street Journal Fresh from Oxford with a degree in philosophy and no particular interest in business, Matthew Stewart might not have seemed a likely candidate to become a consultant. But soon he was telling veteran managers how to run their companies. In narrating his own ill-fated (and often hilarious) odyssey at a top-tier firm, Stewart turns the consultant’s merciless, penetrating eye on the management industry itself. The Management Myth offers an insightful romp through the entire history of thinking about management, a withering critique of pseudoscience in management theory, and a clear explanation of why the MBA usually amounts to so much BS—leading us through the wilderness of American business thought.
|Author||: Matthew Stewart|
|Editor||: W W Norton & Company Incorporated|
A former management consultant traces his rise as an unlikely business guru, sharing scathing critiques of popular business authorities from Frederick Taylor to Tom Peters while offering insights into the management industry itself.
|Author||: BusinessNews Publishing|
This work offers a summary of the book “THE MANAGEMENT MYTH: Why the Experts Keep Getting It Wrong” by Matthew Stewart. The “management myth” is that business management is a body of discrete and specialized technical expertise which is a formal academic discipline. According to Stewart, this is an illusion which has been created by self-proclaimed business gurus, business book authors and the business school industry. Management is at best a pseudoscience, the latest iteration of the long held American tradition of trying to offer technological solutions to far-reaching political and moral problems. Matthew Stewart came to the management consulting industry as a complete outsider as he had a doctorate in philosophy rather than an MBA. Regardless, Matthew worked for ten years first as a management consultant and then as a founding partner of a new consulting firm. He analyzed business training and the business schools who award 140,000 MBAs every year. In The Management Myth, he draws conclusions based on his experience. According to Stewart, “a good manager is nothing more or less than a good and well educated person”. The Management Myth presents an innovative thinking. This well-written book will interest anyone wanting to achieve success in business and other organizations.
|Author||: Kreft, Jan,Kuczamer-K?opotowska, Sylwia,Kalinowska-?ele?nik, Anna|
|Editor||: IGI Global|
The development of communication technology and the proliferation of centers that collect, interpret, and transmit information does not mean that communities have become a more transparent and enlightened environment. If anything, the pioneering research of modern communication signifies the ambiguity of individual and collective existence. Myth in Modern Media Management and Marketing is an essential reference source that discusses the analysis of the role of myth and mythical thinking in the operation of media organizations and their functioning on the media market. Featuring research on topics such as social media, brand management, and advertising, this book is ideally designed for social media analysts, media specialists, public relations managers, media managers, marketers, advertisers, students, researchers, and professionals involved with media and new media management.
|Author||: Richard David Hames|
The Management Myth not only explores alternative ways of thinking about the world in which we work, it also highlights the impact of technological and global change, and brings together in a highly perceptive and challenging way the key issues, dilemmas and paradoxes confronting today's organisations. Book jacket.
|Author||: Charles D. Wrege,Charles D.. Wrege,Ronald G. Greenwood,Ronald G.. Greenwood|
|Editor||: Irwin Professional Pub|
Recounts the life of the man whose idea of analysing work transformed management, and seeks to show how his theories apply today
|Author||: Henry Mintzberg|
|Editor||: Berrett-Koehler Publishers|
“Health care is not failing but succeeding, expensively, and we don't want to pay for it. So the administrations, public and private alike, intervene to cut costs, and herein lies the failure.” In this sure-to-be-controversial book, leading management thinker Henry Mintzberg turns his attention to reframing the management and organization of health care. The problem is not management per se but a form of remote-control management detached from the operations yet determined to control them. It reorganizes relentlessly, measures like mad, promotes a heroic form of leadership, favors competition where the need is for cooperation, and pretends that the calling of health care should be managed like a business. “Management in health care should be about dedicated and continuous care more than interventionist and episodic cures.” This professional form of organizing is the source of health care's great strength as well as its debilitating weakness. In its administration, as in its operations, it categorizes whatever it can to apply standardized practices whose results can be measured. When the categories fit, this works wonderfully well. The physician diagnoses appendicitis and operates; some administrator ticks the appropriate box and pays. But what happens when the fit fails—when patients fall outside the categories or across several categories or need to be treated as people beneath the categories or when the managers and professionals pass each other like ships in the night? To cope with all this, Mintzberg says that we need to reorganize our heads instead of our institutions. He discusses how we can think differently about systems and strategies, sectors and scale, measurement and management, leadership and organization, competition and collaboration. “Market control of health care is crass, state control is crude, professional control is closed. We need all three—in their place.” The overall message of Mintzberg's masterful analysis is that care, cure, control, and community have to work together, within health-care institutions and across them, to deliver quantity, quality, and equality simultaneously.
|Author||: Christian Schnee|
It is widely assumed that a competitive political environment of public distrust and critical media forces political parties to manage communications and reputations strategically, but is this really true? Comprehensive control of communications in a fast-moving political and media setting isoften upset by events outside the communicator’s control, taking over the news agenda andchanging the political narrative. Based on interviews with leading communicators and journalists, this book explores the tensions between a planned, strategic communications approach and a reactive, tactical one. The interviewees, who over the past 15 years have been instrumental in presenting and shaping the public persona of party leaders and Prime Ministers, include, amongst others, William Hague, Ian Duncan-Smith, Michael Howard, David Cameron, Tony Blair and Gordon Brown.It draws a unique picture of how political reputations are managed and, ultimately, confirms the discrepancy between what political communications management is thought to be, and how communications practitioners actually operate. This book empirically reviews political communications practice in order to analyse to what degree reality matches the concepts of strategic communications management. This will be essential reading for researchers, educators and advanced students in public relations, communications studies and marketing.
|Author||: Kenneth L. Fisher,Lara Hoffmans|
|Editor||: John Wiley & Sons|
Debunks commonly held investing myths and misconceptions, explaining why each belief or strategy is wrong and how damaging it can be to financial health.
|Author||: Edeltraud Hanappi-Egger|
What has management to do with myths? And how does gender enter the stage? This book identifies frequently used key arguments in gender discussions on management and organizations and will unmask them as myths. Be it that management is rational, be it that organizations are gender-neutral, be it that women will change technology, will be shown to be a set of superficial declarations not withstanding critical scrutiny. All the “reasons” for gender-specific organizational phenomena will be proved to exist simply to maintain power structures and thereby systematically (but subtly) reproduce dominant organizational cultures and stabilize taken-for-granted knowledge in particular with respect to gender issues. The demystification of selected organizational phenomena is based upon several of the author’s recent research projects and empirical studies.
|Author||: Lucy Easthope|
This book provides an innovative re-examination of the ‘recovery’ phase of a disaster by one of the UK’s most experienced disaster management specialists. Drawing on two decades’ of work, the book develops an ethnography of the residents and responders in one flooded village and applies this to other cases of UK flooding, as well as to post-disaster recovery in New Zealand. The book shows how localised emergency responders find ways to collaborate with residents, and how an informal network uses nationally generated instruments differently to co-produce regeneration within a community. The book considers the plethora of government instruments which have been produced to affect recovery, including checklists, templates and guidance documents, and discusses approaches to community resilience and recovery risk management. The book appeals to students and scholars of Government and Public Policy, Disaster and Emergency Management, Community Resilience, Law, Sociology and Geography.
|Author||: Emre Soyer,Robin M Hogarth|
Experience is a great teacher-except when it isn't. Our personal experience is key to who we are and what we do. We judge others by their experience and are judged by ours. Society venerates experience. From doctors to teachers to managers to presidents, the more experience the better. It's not surprising then, that we often fall back on experience when making decisions, an easy way to make judgements about the future, a constant teacher that provides clear lessons. Yet, this intuitive reliance on experience is misplaced. In The Myth of Experience, behavioral scientists Emre Soyer and Robin Hogarth take a transformative look at experience and the many ways it deceives and misleads us. From distorting the past to limiting creativity to reducing happiness, experience can cause misperceptions and then reinforce them without our awareness. Instead, the authors argue for a nuanced approach, where a healthy skepticism toward the lessons of experience results in more reliable decisions and sustainable growth. Soyer and Hogarth illustrate the flaws of experience--with real-life examples from bloodletting to personal computers to pandemics--and distill cutting-edge research as a guide to decision-making, as well as provide the remedies needed to improve our judgments and choices in the workplace and beyond.
|Author||: Jeffrey Nielsen|
|Editor||: Nicholas Brealey|
Nielsen presents the "peer-based" organization, which uses rotating peer leadership councils and cross-functional task forces to manage the organization's work
|Author||: Michael E. Gerber|
|Editor||: Harper Collins|
More than ten years after his first bestselling book, The E-Myth, changed the lives of hundreds of thousands of small business owners, Michael Gerber椮trepreneur, author, and speaker extraordinaire楩res the next salvo in his highly successful E-Myth Revolution. Drawing on lessons learned from working with more than 15,000 small, medium-sized, and very large organisations, Gerber has discovered the truth behind why management doesn′t work and what to do about it. Unearthing the arbitrary origins of commonly held doctrines such as the omniscience of leader (Emperor) and the most widely embraced myth of all擨e E-Myth Manager offers a fresh, provocative alternative to management as we know it. It explores why every manager must take charge of his own life, reconcile his own personal vision with that of the organisation, and develop an entrepreneurial mind-set to achieve true success.
|Author||: Dave Crenshaw|
|Editor||: John Wiley & Sons|
In a compelling business fable, The Myth of Multitasking confronts a popular idea that has come to define our hectic, work-a-day world. This simple yet powerful book shows clearly why multitasking is, in fact, a lie that wastes time and costs money. Far from being efficient, multitasking actually damages productivity and relationships at work and at home.
|Author||: Olivia Fox Cabane|
What if charisma could be taught? For the first time, science and technology have taken charisma apart, figured it out and turned it into an applied science: In controlled laboratory experiments, researchers could raise or lower people's level of charisma as if they were turning a dial. What you'll find here is practical magic: unique knowledge, drawn from a variety of sciences, revealing what charisma really is and how it works. You'll get both the insights and the techniques you need to apply this knowledge. The world will become your lab, and every person you meet, a chance to experiment. The Charisma Myth is a mix of fun stories, sound science, and practical tools. Cabane takes a hard scientific approach to a heretofore mystical topic, covering what charisma actually is, how it is learned, what its side effects are, and how to handle them.