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Technologies tend to undermine community and encourage individualism.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Community
Undermine
Technologies
Individualism
Encourage
Tend
Technology

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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.
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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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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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Management is, above all, a practice where art, science, and craft meet
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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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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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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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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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Corporations are social institutions. If they don't serve society, they have no business existing
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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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While hard data may inform the intellect, it is largely soft data that generates wisdom.
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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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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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Why does every generation have to think that he lives in the period with the greatest turbulence?
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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.
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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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Leadership, like swimming, cannot be learned by reading about it.
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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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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.
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