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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
Lives
Doe
Every
Turbulence
Think
Period
Thinking
Generation
Periods
Generations
Greatest

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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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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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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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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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Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.
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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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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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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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Leadership, like swimming, cannot be learned by reading about 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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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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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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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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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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Corporations are social institutions. If they don't serve society, they have no business existing
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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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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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