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Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Everyone
Means
Macro
Mean
Micro
Managing
Details
Picture
Working
Bigs

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While hard data may inform the intellect, it is largely soft data that generates wisdom.
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Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.
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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.
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Management is, above all, a practice where art, science, and craft meet
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An unsuccessful manager blames failure on his obligations the effective manager turns them to his own advantage. A speech is a chance to lobby...a visit to an important customer a chance to extract trade information.
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Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
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Corporations are social institutions. If they don't serve society, they have no business existing
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Technologies tend to undermine community and encourage individualism.
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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.
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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.
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If the private sectors are about markets and the public sectors are about governments, then the plural sector is about communities.
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If you ask managers what they do, they will most likely tell you that they plan, organise, co-ordinate and control. Then watch what they do. Don't be surprised if you can't relate what you see to those four words.
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The idea that you can take smart but inexperienced 25-year-olds who never managed anything and turn them into effective managers via two years of classroom training is ludicrous.
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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.
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Leadership, like swimming, cannot be learned by reading about it.
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An obsession with control generally seems to reflect a fear of uncertainty.
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Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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Strategy is not the consequence of planning, but the opposite: its starting point.
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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?
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