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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?

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Really
Fronts
Communicating
Front
Telephone
Computer
Iphone
General
Automobile
Television
Telephones
Technology
Technologies
Individualize
Whether
Computers
Iphones
Even
Communicate
Automobiles

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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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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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While hard data may inform the intellect, it is largely soft data that generates wisdom.
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An obsession with control generally seems to reflect a fear of uncertainty.
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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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Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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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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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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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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Anecdotal data is not incidental to theory development at all, but an essential part of it.
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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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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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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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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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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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Corporations are economic entities, to be sure, but they are also social institutions that must justify their existence by their overall contribution to society.
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The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
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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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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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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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