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
senior organization tasks
We find that the manager, particularly at senior levels, is overburdened with work. With the increasing complexity of modern organizations and their problems, he is destined to become more so. He is driven to brevity, fragmentation, and superficiality in his tasks, yet he cannot easily delegate them because of the nature of his information.
leadership organization way
To 'turn around' is to end up facing the same way. Maybe that is the problem, all the turning organizations around.
skills organization work-out
Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.
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.
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.
organization community resources
Organizations are communities of human beings, not collections of human resources
experience finance functional matter programmes tools understanding
What you get out of an M.B.A. programme, no matter how much experience, is functional tools and understanding in disciplines: you'll understand economics, you'll understand marketing, finance, accounting. That, M.B.A. programmes do very well.
assume assumption people program programs younger
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.
allow companies few people singled solely spirit success themselves
Companies are communities. There's a spirit of working together. Communities are not a place where a few people allow themselves to be singled out as solely responsible for success.
parachute understanding
Often, M.B.A.s will parachute around from one company or industry to another, without really understanding what's behind it.
school management great-men
We have great managers who havent spent a day in management school. Do we have great surgeons that havent spent a day in surgical school?
art crafts students
Effective managing therefore happens where art , craft, and science meet. But in a classroom of students without managerial experience, these have no place to meet there is nothing to do.
fun airports flying
That is the trouble with flying: We always have to return to airports. Thank of how much fun flying would be if we didn't have to return to airports.
horse thinking ideas
This obsession with leadership... It's not neutral; it's American, this idea of the heroic leader who comes in on a white horse to save the day. I think it's killing American companies.