Had your fill of lofty leadership, strategic planning, and human resources?

Here comes engaging management, strategic learning, and human beings.

Relax tonight with this enchanting collection of bedtime stories from Henry Mintzberg, “perhaps the world’s premier management thinker” (Tom Peters).

Summary on the back cover

“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.

About managing, naturally--pure and simple (shortened edition of Managing, for busy managers). See the Appendix, about the day in the life of 29 managers here. 

Probing into strategies, actually pursued of ten different organizations across several decades of their histories....toward a general theory of strategy formation

(with Bruce Ahlstrand, and Joseph Lampel; Pearson, 2005)—fun bytes and bites about strategy, shown to be a lot more—and less—than you ever imagined

(with J. Lampel, S. Ghoshal, J.B. Quinn; second edition, Prentice Hall, 1991)—selected readings and cases, all heavily edited

(with Bruce Ahlstrand and Joe Lampel; Free Press and Prentice-Hall International, 2nd edition 2009)—as the subtitle says, “A Guided tour Through The Wilds Of Strategic Management"

(Free Press and Prentice-Hall International, 1994)—historical review of the process, very critical, though ends on a positive note

Managing (Berrett-Koehler and Pearson, 2009)—about the characteristics, roles, varieties, conundrums, and effectiveness of managing. See the Appendix, about the day in the life of 29 managers here.

(Prentice-Hall, 1979)—attempt to draw together the empirical literature on structuring, using five configurations as integrating devices—my most integrated book