John Hendry

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John Hendry



John Hendry is a writer, teacher and academic. He has spent much of his career working in and managing business schools and writing about the practice of management and business and financial ethics, but has also had a parallel life as a historian and philosopher of science and a historian of contemporary Britain. His most recent books focus on the art (and joys) of managing, on the ethical problems besetting the financial sector, and on the power and limitations of reason. John is a Fellow of Girton College, University of Cambridge, and an Emeritus Professor at Henley Business School.

Average rating: 3.46 · 117 ratings · 16 reviews · 50 distinct worksSimilar authors
Management: A Very Short In...

3.43 avg rating — 99 ratings — published 2013 — 16 editions
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Between Enterprise and Ethi...

3.33 avg rating — 3 ratings — published 2004 — 10 editions
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The Art of Managing

4.50 avg rating — 2 ratings2 editions
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James Clerk Maxwell and the...

really liked it 4.00 avg rating — 2 ratings — published 1986
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Strategic Thinking: Leaders...

really liked it 4.00 avg rating — 1 rating — published 1994 — 2 editions
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Cambridge Physics in the Th...

really liked it 4.00 avg rating — 1 rating3 editions
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Ethics and Finance: An Intr...

really liked it 4.00 avg rating — 1 rating — published 2013 — 10 editions
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Prison Island

liked it 3.00 avg rating — 1 rating3 editions
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Innovating for Failure: Gov...

0.00 avg rating — 0 ratings — published 1990
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European Cases in Strategic...

0.00 avg rating — 0 ratings — published 1992 — 3 editions
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“the practice of management is not just about controlling things, but also about coping with things that are out of control—or out of the manager’s control—but still have to be dealt with somehow. The study of management, similarly, has to take account of, or find ways to justify not taking account of, the inevitable fallibility and sheer unpredictability of the people who manage and are managed.”
John Hendry, Management: A Very Short Introduction

“A good manager is, as Mintzberg puts it, the nerve centre of the unit, more informed than anyone else but also filtering information (processing emails alone can be a very time-consuming task) and acting both as spokesperson for the unit, representing it to the outside world, and as spokesperson to the unit, representing the outside world to it.”
John Hendry, Management: A Very Short Introduction



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