Henry Mintzberg, was born on September 2, 1939. He is an internationally renowned academic and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty o...
Henry Mintzberg Leadership
Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition. Henry Mintzberg
Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition.
Management is, above all, a practice where art, science, and craft meet. Henry Mintzberg
Management is, above all, a practice where art, science, and craft meet.
The strategy must not present mutually inconsistent goals and policies. Henry Mintzberg
The strategy must not present mutually inconsistent goals and policies.
Learning is not doing; it is reflecting on doing. Henry Mintzberg
Learning is not doing; it is reflecting on doing.
The strategy must represent an adaptive response to the external environment and to the critical changes occurring within it. Henry Mintzberg
The strategy must represent an adaptive response to the external environment and to the critical changes occurring within it.
Thus strategic intent sets general direction, defines emerging market opportunities, and provides a rallying cry for employees. Boisot sees particular value in this concept in situations of environmental uncertainty. Henry Mintzberg
Thus strategic intent sets general direction, defines emerging market opportunities, and provides a rallying cry for employees. Boisot sees particular value in this concept in situations of environmental uncertainty.
The strategy must provide for the creation and/or maintenance of a competitive advantage in the selected area of activity. Henry Mintzberg
The strategy must provide for the creation and/or maintenance of a competitive advantage in the selected area of activity.
Strategy is not the consequence of planning, but the opposite: its starting point. Henry Mintzberg
Strategy is not the consequence of planning, but the opposite: its starting point.
Strategy formation is shaped by power and politics, whether as a process inside the organization or as the behavior of the organization it- self in its external environment. Henry Mintzberg
Strategy formation is shaped by power and politics, whether as a process inside the organization or as the behavior of the organization it- self in its external environment.
When the world changes, managers need to share some common view of the new world. Otherwise, decentralized strategic decisions will result in management anarchy. Henry Mintzberg
When the world changes, managers need to share some common view of the new world. Otherwise, decentralized strategic decisions will result in management anarchy.
Now leadership as well as organization becomes subordinate to the external environment. Indeed, as we have moved through the various schools, the power of the central strategist has gradually diminished. Henry Mintzberg
Now leadership as well as organization becomes subordinate to the external environment. Indeed, as we have moved through the various schools, the power of the central strategist has gradually diminished.
. . . successful managers who operate with logical incrementalism build the seeds of understanding, identity, and commitment into the very processes that create their strategies. Henry Mintzberg
. . . successful managers who operate with logical incrementalism build the seeds of understanding, identity, and commitment into the very processes that create their strategies.
