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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.

Henry Mintzberg

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Henry Mintzberg
Age: 85
Born: 1939
Born: September 2
Author
Economist
Sociologist
University Teacher
Writer
Montreal
Quebec
Years
Turn
Ludicrous
Never
Year
Olds
Turns
Managed
Idea
Classroom
Two
Managers
Anything
Effective
Ideas
Smart
Take
Training
Inexperienced

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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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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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An obsession with control generally seems to reflect a fear of uncertainty.
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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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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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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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Technologies tend to undermine community and encourage individualism.
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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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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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Corporations are social institutions. If they don't serve society, they have no business existing
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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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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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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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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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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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Anecdotal data is not incidental to theory development at all, but an essential part of it.
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Strategy is not the consequence of planning, but the opposite: its starting point.
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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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Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.
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Learning is not doing it is reflecting on doing.
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