Henry Mintzberg
Henry Mintzberg
Henry Mintzberg, OC OQ FRSCis an internationally renowned academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968...
NationalityCanadian
ProfessionBusinessman
Date of Birth2 September 1939
CountryCanada
Henry Mintzberg quotes about
data research theory
No generalizing beyond the data, no theory. No theory, no insight. And if no insight, why do research.
technology iphone television
So technologies, whether it is a telephone or an iPhone, computers in general or automobiles, television even, all individualize us. We all sit in front of our iPhones and communicating but are we really communicating?
jobs hands issues
My feeling about executive bonuses is that any candidate for a chief executive job who even raises the issue of bonuses should be dismissed out of hand.
two people leader
Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two.
people healthy ordinary
We're all flawed, but basically, effective managers are people whose flaws are not fatal under the circumstances. Maybe the best managers are simply ordinary, healthy people who aren't too screwed up.
standards-set being-the-best lows
Never set out to be the best. It's too low a standard. Set out to be good. Do Your best.
real lying challenges
The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
strategy should implementing
Most of the time, strategies should not be formulating strategy at all; they should be getting on with implementing strategies they already have.
mean fighting organization
Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
years two people
What I have against M.B.A.s is the assumption that you come out of a two-year program probably never having been a manager - at least for full-time younger people M.B.A. programs - and assume you are ready to manage.
jobs organization people
Organizations should be built and managers should be functioning so people can be naturally empowered. If someone's doing their job, if someone's working in one of your warehouses, say, they should know their job better than anybody. They don't need to be 'empowered,' but encouraged and left alone to be able to do what they know best.
practice people way
You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.
leadership people empowerment
Empowerment is what managers do to people. Engagement is what managers do with people.
running people democracy
What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.