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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
Bigs
Everyone
Means
Macro
Mean
Micro
Managing
Details
Picture
Working

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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.
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Never set out to be the best. It's too low a standard. Set out to be good. Do Your best.
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Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.
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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.
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An obsession with control generally seems to reflect a fear of uncertainty.
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Technologies tend to undermine community and encourage individualism.
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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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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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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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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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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.
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Anecdotal data is not incidental to theory development at all, but an essential part of it.
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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.
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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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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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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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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.
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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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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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