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The Managerial Mystique : Restoring Leadership in Business / Abraham Zaleznik [Anglais] [Relié]

Abraham (1924-) Zaleznik


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Amazon.com: 4.7 étoiles sur 5  3 commentaires
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Genuine people make the best managers 19 mai 2006
Par Richard J. Petti - Publié sur Amazon.com
Format:Broché
This is one of the very best books on management I have ever read. Zaleznik describes and contrasts a typical effective manager (called a leader) and a typical proper but ineffective manager in three main areas.

1 Focus on Results
Effective managers focus on substance of decisions and work output; define common goals for the organization, and ensure the common goals dominate the organization, not interests and politics.
Ineffective managers focus on decision making processes at the expense of substance, so that interests and politics dominate over work output.

2 Interpersonal Style
Effective managers are comfortable with conflict of ideas about what is best for the organization; resolve conflicts based on the best ideas; encourage teamwork, which means that individuals' interests are served through achieving common goals; communicate with clearly stated messages; accept significant responsibility for the welfare of others.
Ineffective managers are uncomfortable with conflict of any type, which is viewed as conflict of interests, not conflict of ideas; encourage teamwork, meaning that no one rocks the boat with conflicts, because this might interfere with each individual pursuing his own interests; communicate with vague signals; will not accept responsibility for the welfare of anyone else.

3 Psychological Characteristics
Effective managers are inner directed; can be separated from contact with and approval of others; form intimate relationships with and commitments to people; are logical; allow creative thinking to create disorder when necessary; express feelings in support of goals.
Ineffective managers are other-directed; like lots of casual contact with people; avoid intimate contact with and commitments to people; dislike disorder; avoid any expression of feelings.

Although Zaleznik is known for being a Freudian psychoanalyst, the profound deficiencies of modern Freudian theory are not evident to me in this book.
7 internautes sur 10 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A must read if you want to understand many managers. 10 décembre 1997
Par gately@compuserve.com - Publié sur Amazon.com
Format:Broché
THE MANAGERIAL MYSTIQUE, Restoring Leadership In Business, Dr. A. Zaleznik, Perennial Library, Harper & Row, Publishers, 1989, 279 pages in paperback. This book addresses why managers do what they do. Dr. Zaleznik describes and illustrates the differences between managers and leaders. Of great significance is how managers and leaders advance in their careers. Managers general do not take chances and seldom allow themselves to fail. Leaders on the other hand will try, fail, and try again while learning from each mistake. This one difference helps explain why management is so reluctant to change, i.e., risk a failure, --there are too few leaders and too many managers. Managers enforce rules and procedures whereas the leaders asks questions like; "What should we be doing?", "Where are we headed?" and "How do we get there?". The difference is very important because managers will ensure that we get to where we are headed but we may not want to be there when we get there. VISION -- We need leaders with vision.
4.0 étoiles sur 5 Book Review of The Managerial Mystiqu 31 octobre 2012
Par SergioCabrales - Publié sur Amazon.com
Format:Broché
The book The Managerial Mystique, published in 1990 by Harper & Row Publishers in New York, is a critical evaluation of the mystique of management, in which the author from the beginning raises his hypotheses. The book argues that business in the United States have lost their way and in desperate need of leadership to address global economic competition. During the first part, the author presents the deterioration of competitiveness, high debt and declining as major industries are steel and automobiles, as well as the role of managers and business schools in this situation. During the second part, he makes a critical analysis of managers; this includes ways of thinking, rationality, efficiency, cooperation, control systems and training. The third, he presents the consequences of mysticism the management using cases and anecdotes to support their arguments initially raised, such as Ford and General Motors. And finally, he compiles the main ideas of his approach in the conclusions on how to recover the competitiveness of the United State.

Zaleznik begins his argument talking about how businesses in the United States have lost their way and are adrift in a sea of mediocre managers, and therefore desperately needed leaders who can cope with global competition. During the postwar, American business lost its competitive advantages, as it focused on profits and rising stock price, instead of promoting business innovation and long-term programs. Other key factors in the deterioration in competitiveness of the United States in front of international competitors were the excessive labor costs.

Leadership will be restored in business with imagination, charisma and talent. It seems strange for someone who is dedicated to training tomorrow's business leaders make a review as acid on the mystique of management and the role of business schools. There are several ways to validate the hypotheses put forward by Zaleznik, which use cases and specific anecdotes to prove his hypothesis but it is possible to extrapolate the findings and conclusions of a specific case to the entire universe of organizations.

Managers today must be complemented by leadership, to generate new ideas, develop guidelines and take more responsibility. Managers learned to ignore the ideas, people, emotions, and direct talk. The author used his experience in social psychology and psychoanalysis to explore this vital area, however a bit careless management.

People who are interested in a career in business face significant competitive pressures. A pessimist might argue that the phenomenon of the MBA is another example of the evidence that American society has changed the values of performance and productivity for status and credentials. The author suggests that the most important ethical problem today in business schools, is the consequence of giving a potential manager of technical skills without this having a serious respect for relationships. Therefore, the conclusion is that MBAs are making educated managers but not leaders and the problem of the generation of new knowledge about organizations and management has focused solely on the candidates for the MBA professors.
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