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
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.
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.
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.
people community working-together
Companies are communities. Theres 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.
smart people needs
When the world is predictable you need smart people. When the world is unpredictable you need adaptable people.
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.
parachute understanding
Often, M.B.A.s will parachute around from one company or industry to another, without really understanding what's behind it.
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.