Henry Mintzberg Henry Mintzberg normally bites back on issues of management, organization, and corporate social irresponsibility (i.e., shareholder value), as well as management education and strategy. (Managers not MBAs, with Berrett-Koehler in the US and Financial Times Prentice Hall in Europe was his last book.) He managed to get a PhD in management at MIT and has slipped about 130 articles past unsuspecting editors. He is the Cleghorn Professor of Management Studies at McGill University. Bruce Ahlstrand Bruce Ahlstrand likes to prospect for strategy gems in unlikely places - from the game of Texas Hold’em to the Greek tragedies. He is devoted to developing new and creative ways of teaching business strategy and has never met a case study that he liked. He has a [...]. from Oxford University and a [...]. from the London School of Economics. Bruce is the author of The Quest for Productivity (Cambridge University Press) and co-author of Human Resource Management in the Multi-Divisional Company (Oxford University Press). He is a professor of management at Trent University in Ontario, Canada. Joseph Lampel Joe Lampel began his career believing that strategy is the answer, but has recently concluded that it may be the answer to the wrong question. He first began to suspect this terrible truth during the long journey that produced the Strategy Safari. Further research, and numerous publications in journals that are well received in polite academic society, only served to confirm this belief. Joe was awarded a PhD in management by McGill University for good behavior. He subsequently spent seven years at Stern School, NYU, trying to break into showbusiness. He currently resides at Cass Business School, City University London, an institution that happily accommodates his quest to find the answer to strategy's unanswerable questions. Henry, Bruce and Joe are also the authors of the bestselling Strategy Safari (Financial Times Prentice Hall).

Management? Think Again!

1) Management Mosaic

The Manager as Orchestra Conductor

Peter Drucker, Jan Carlson and Leonard Sayles

Management: Be careful what you think

Henry Mintzberg

What MANAGEMENT Says and What Managers Do

Albert Shapero

Management and Magic

Martin l. Gimpl and Stephen R. Dakin

2) Management of Meaning

Problems, problems, problems

Smullyan

Waffle Words

Lucy Kellaway

Mana-gems

PowerPoint is Evil

Edward Tufte

Planning as Public Relations

Henry Mintzberg

The Opposite of a Profound Truth is also True

R. Farson

Systematic Buzz Word Generator

Lew Gloin

3) Misleading Management

There are no Leaders, There is only Leadership

Richard Farson

Conversations from a Corner Office

John Mackeytalks with Kai Ryssdal

A Star Executive Does Not Make a Company

John Kay

Rules for being a heroic leader

Henry Mintzberg

A Descent in the Dark

R.R. Reno

Leadership and Communityship

Henry Mintzberg

4) Myths of Managing

Outsourcing the Outsourcers

Spotting Management Fads

Danny Miller

Musings on Management

Henry Mintzberg

To Err is Human

Spyros G. Makridakis

CEOs: Some gamblers

Henry Mintzberg

5) Maxims of Managing

Laws and Rules from A to Z

Unattributed

Parkinson’s Law

Cyril Northcote Parkinson

Maxims in Need of a Makeover

Justin Ewers

Why Most Managers are Plagiarists

Lucy Kellaway

6)Masters of Managing?

Managers Not MBAs (excerpts)

Henry Mintzberg

Harvard’s Masters of the Apocalypse

Phillip Devies Broughton

Games Business Schools Play

Andrew J. Policano

7) Metamorphosing Management

“Change Management” is an Oxymoron

Jim Clemmer

Senior Managers Aren’t Cooks, They’re Ingredients

David K. Hurst

Staying on track

Backing Into a Brilliant Strategy

Richard Pascale

A Parable of Modern Change

Crafting Strategy

Henry Mitnzberg

Wither our Wiki, Worldly, Wounded World

Jonathan Gosling

8) Managing Modestly

Yee gods, what do I do now?

Ian Hamilton

A Long Overdue Letter to the Board

Henry Mintzberg

Here’s an Idea: Let Everyone Have Ideas

William C. Taylor

Managing Quietly

Henry Mintzberg

Managing Without Managers

Ricardo Semler