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Anecdotal data is not incidental to theory development at all, but an essential part of it.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Theory
Part
Anecdotal
Incidental
Data
Essential
Essentials
Development

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Technologies tend to undermine community and encourage individualism.
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Management is, above all, a practice where art, science, and craft meet
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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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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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Why does every generation have to think that he lives in the period with the greatest turbulence?
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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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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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Corporations are social institutions. If they don't serve society, they have no business existing
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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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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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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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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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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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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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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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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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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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An obsession with control generally seems to reflect a fear of uncertainty.
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