Henry Mintzberg Quotes - Page 2

• 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.

  Henry Mintzberg

  Mean, Fighting, Fire

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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.

  Henry Mintzberg

  Mean, Details, Bigs

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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.

  Henry Mintzberg

  Dos, Personas, Líder

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• I describe management as arts, crafts and science. It is a practice that draws on arts, craft and science and there is a lot of craft - meaning experience - there is a certain amount of craft meaning insight, creativity and vision, and there is the use of science, technique or analysis.

  Henry Mintzberg

  Art, Creativity, Practice

  CNN Interview, www.cnn.com. January 28, 2004.

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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.

  Henry Mintzberg

  Empleo, Organización, Personas

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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.

  Henry Mintzberg

  Perspective, Judgement, Intuition

  "The Fall and Rise of Strategic Planning" by Henry Mintzberg, hbr.org. 1994.

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• The prime occupational hazard of a manager is superficiality.

  Henry Mintzberg

  Hazards, Prime, Managers

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• Cinco mecanismos de coordinación parecen explicar las formas fundamentales en que las organizaciones coordinan su trabajo: el ajuste mutuo, la supervisión directa, la normalización de los procesos de trabajo, la normalización de los resultados del trabajo y la normalización de las competencias de los trabajadores.

  Henry Mintzberg

  Skills, Organization, Work Out

  "The Structuring of Organizations: A Synthesis of the Research". Book by Henry Mintzberg, 1979.

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• We have great managers who havent spent a day in management school. Do we have great surgeons that havent spent a day in surgical school?

  Henry Mintzberg

  School, Management, Great Men

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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

  Smart, Years, Ideas

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• You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager, the way you cannot teach surgery to somebody whose not a surgeon.

  Henry Mintzberg

  Practice, People, Way

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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.

  Henry Mintzberg

  People, Healthy, Ordinary

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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.

  Henry Mintzberg

  Años, Dos, Personas

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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.

  Henry Mintzberg

  Corporations, Economic, Social

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• What you get out of an M.B.A. programme, no matter how much experience, is functional tools and understanding in disciplines: you'll understand economics, you'll understand marketing, finance, accounting. That, M.B.A. programmes do very well.

  Henry Mintzberg

  Discipline, Understanding, Marketing

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• Most of the time, strategies should not be formulating strategy at all; they should be getting on with implementing strategies they already have.

  Henry Mintzberg

  Strategy, Should, Implementing

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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.

  Henry Mintzberg

  Running, People, Democracy

  "MBA: Mostly bloody awful". "Background Briefing" with Stephen Crittenden, www.abc.net.au. March 29, 2009.

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• Data don't generate theory - only researchers do that.

  Henry Mintzberg

  Data, Theory, Researchers

  "The Structuring of Organizations: A Synthesis of the Research". Book by Henry Mintzberg, 1979.

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• Esta obsesión con el liderazgo... No es neutral; es estadounidense, esta idea del líder heroico que llega en un caballo blanco para salvar el día. Creo que está matando a las empresas americanas.

  Henry Mintzberg

  Horse, Thinking, Ideas

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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

  Technology, Iphone, Television

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• To 'turn around' is to end up facing the same way. Maybe that is the problem, all the turning organizations around.

  Henry Mintzberg

  Leadership, Organization, Way

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• Theory is a dirty word in some managerial quarters. That is rather curious, because all of us, managers especially, can no more get along without theories than libraries can get along without catalogs and for the same reason: theories help us make sense of incoming information.

  Henry Mintzberg

  Dirty, Library, Information

  Henry Mintzberg (2009). “Managers Not Mbas: A Hard Look at the Soft Practice of Managing and Management Development: Easyread Large Bold Edition”, p.43, ReadHowYouWant.com

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• No generalizing beyond the data, no theory. No theory, no insight. And if no insight, why do research.

  Henry Mintzberg

  Science, Data, Research

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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.

  Henry Mintzberg

  Important, Speech, Information

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

  Henry Mintzberg

  Data, Essentials, Development

  "Managers Not MBAs". Book by Henry Mintzberg, 2005.

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