url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9005210828&site=ehost-live And http://ezproxy.library.yorku.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=15524519&site=ehost-live The Manager’s Job: Folklore and Fact. Authors: Mintzberg‚ Henry1 Source: Harvard Business Review. Mar/Apr90‚ Vol. 68 Issue 2‚ p163-176. 14p. 2 Diagrams‚ 3 Cartoon or Caricatures. Document Type: Article Subject Terms: *MANAGEMENT research *EXECUTIVE ability (Management) *EXECUTIVES -- Rating
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Are the Classical Management Functions Useful in Describing Managerial Work? Author(s): Stephen J. Carroll and Dennis J. Gillen Source: The Academy of Management Review‚ Vol. 12‚ No. 1 (Jan.‚ 1987)‚ pp. 38-51 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/257992 . Accessed: 08/09/2014 02:29 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR
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and art. He uses his own ideas and ones those from past to make his own conclusion on management as all three. However looking at theorists such as Fayol and Taylor from scientific point of view has complete different views of theorist such as Mintzberg and contingency theory which are more of an art side‚ this show that these three words that help describe management clash against each other making it harder to consider management as a mix of science‚ profession and art. Another example of this
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Management Theory and Practice: Moving to a New Era (1998) Griffin‚ Gerry. Melbourne: Macmillan. Lamond. (2003). Henri Mintzberg vs Henri Fayol; Of lighthouses‚Cubists and the Emperor’s new clothes. Journal of Applied Management and Entrepreneurship‚ 8 (4)‚ 5. Mugg & Bean:About Us. Retrieved 14 April 2013 from http://www.themugg.com/history.php Mintzberg. (1975). The manager’s job: folklore and fact. Harvard Business Review‚ 68 (2)‚ 163-176. Robbins‚ S. Bergman‚ R. Stagg‚ I. & Coulter‚ M. (2012)
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Bibliography: Mintzberg‚ H. (1973). The Nature of Managerial Work‚ Harper and Row Publishers‚ Ine. Mintzberg‚ H.‚ (1975). The Managers Job‚ Folklore and Fact. Harvard Business Review Mintzberg‚ H.‚( 1979). The Structuring of Organizations. Englewood Cliffs‚ NJ: Prentice-Hall. Mintzberg‚ H.‚(1990) Inside our Strange World of Organizations. New York : Free Press ; London : Collier Macmillan Mintzberg‚ H.‚ (1994)
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Exam 1 Review Porter Strategy Article Productivity Frontier 444517843500 Operational Effectiveness Any kind of practice which allows a business or other organization to maximize the use of their inputs by developing products at a faster pace than competitors or reducing defects What is and isn’t operational effectiveness? Operational Effectiveness Includes: Productivity initiatives Total Quality Reengineering Benchmarking Outsourcing Operational Effectiveness is NOT strategy How and
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MANAGEMENT FUNCTIONS The functions of management uniquely describe managers ’ jobs. The most commonly cited functions of management are planning‚ organizing‚ leading‚ and controlling‚ although some identify additional functions. The functions of management define the process of management as distinct from accounting‚ finance‚ marketing‚ and other business functions. These functions provide a useful way of classifying information about management‚ and most basic management texts since the 1950s have
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environment for opportunities of competitive advantage and developing a structured plan to achieve these goals. The challenging view‚ of course‚ is the idea of strategy emerging from within the organisation as it interacts with its environment. Mintzberg
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Contemporary Business Thinking COMM 210 – Section L Fall 2012 Instructor: Adel Raphaël Office: MB 012-104 Telephone: 514-848-2424 ext. 5492 Email: araphael@jmsb.concordia.ca Office Hours: Monday 13:15 to 14:15 Thursday 13:15 to 14:15 and by appointment Course Objective: This course presents a broad
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Theme 1 – The Historical Context of Organisations & Management The Enduring Logic of Industrial Success – A.D Chandler: The logic of industrial expansion – *3 pronged investment strategy* Production – economies of Scale/Scope Distribution Network Management Research and development essential to firm’s future Use economies of scale and scope to drive down production costs in technologically advanced‚ capital-intensive industries. Large plants : Scale – can produce products at a much lower
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