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Why does every generation have to think that he lives in the period with the greatest turbulence?

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Greatest
Lives
Doe
Every
Turbulence
Think
Period
Thinking
Generation
Periods
Generations

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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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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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Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense
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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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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 and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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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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Learning is not doing it is reflecting on doing.
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Corporations are social institutions. If they don't serve society, they have no business existing
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Management is, above all, a practice where art, science, and craft meet
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What I have against M.B.A.s is the assumption that you come out of a two-year program probably never having been a manager - at least for full-time younger people M.B.A. programs - and assume you are ready to manage.
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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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Anecdotal data is not incidental to theory development at all, but an essential part of it.
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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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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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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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Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
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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 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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