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
perspective judgement intuition
Strategy making needs to function beyond the boxes to encourage the informal learning that produces new perspectives and new combinations... Once managers understand this, they can avoid other costly misadventures caused by applying formal techniques, without judgement and intuition, to problem solving.
jobs our-society talent
No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources.
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.
leadership people empowerment
Empowerment is what managers do to people. Engagement is what managers do with people.
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.
common-sense risk management
Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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.
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.
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.
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.
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.
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?