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
Networks, alliances, collective strategies, outsourcing-all of this taken together is making it increasingly more difficult to figure out where one organization ends and another begins. Henry Mintzberg
Networks, alliances, collective strategies, outsourcing-all of this taken together is making it increasingly more difficult to figure out where one organization ends and another begins.
As companies extended their relationships among themselves, both in breadth and especially in depth, researchers took notice, and a network model was developed .-which Hakansson and Snehota [1989:190] Henry Mintzberg
As companies extended their relationships among themselves, both in breadth and especially in depth, researchers took notice, and a network model was developed .-which Hakansson and Snehota [1989:190]
Because the most effective way of controlling the power of external actors is to control the behavior of those actors, there has grown up an interesting literature on how organizations maneuver strategically to attain their objectives. Henry Mintzberg
Because the most effective way of controlling the power of external actors is to control the behavior of those actors, there has grown up an interesting literature on how organizations maneuver strategically to attain their objectives.
The second task in beginning the construction of strategic programs for stakeholders is to build a logical explanation for the stakeholder's behavior. Henry Mintzberg
The second task in beginning the construction of strategic programs for stakeholders is to build a logical explanation for the stakeholder's behavior.
The first step in the construction of strategic programs for stakeholder groups is the analysis of behavior. . . . There are at least three categories of behavior for any stakeholder grouv on each issue... Henry Mintzberg
The first step in the construction of strategic programs for stakeholder groups is the analysis of behavior. . . . There are at least three categories of behavior for any stakeholder grouv on each issue...
Coalition leaders often have the strongest motivation for rejecting the sponsored strategy. It takes a high degree of motivation to form and lead a coalition. . . . Thus, removing the leader often can be effective in overcoming coalition opposition. Henry Mintzberg
Coalition leaders often have the strongest motivation for rejecting the sponsored strategy. It takes a high degree of motivation to form and lead a coalition. . . . Thus, removing the leader often can be effective in overcoming coalition opposition.
Yet we believe that strategies can and do emerge from political processes. Sometimes a single decision arrived at politically can set a precedent and thereby establish a pattern. Henry Mintzberg
Yet we believe that strategies can and do emerge from political processes. Sometimes a single decision arrived at politically can set a precedent and thereby establish a pattern.
The organization is able to make decisions but it cannot seem to make strategies. Henry Mintzberg
The organization is able to make decisions but it cannot seem to make strategies.
Organizations resolve conflict among goals, in part, by attending to different goals at different times. Henry Mintzberg
Organizations resolve conflict among goals, in part, by attending to different goals at different times.
If strategy making can be a process of planning and analysis, cognition and learning, so too can it be one of bargaining and compromise among conflicting individuals, groups, and coalitions. Henry Mintzberg
If strategy making can be a process of planning and analysis, cognition and learning, so too can it be one of bargaining and compromise among conflicting individuals, groups, and coalitions.
Some organizations face perpetual novelty. In other words, their environments are dynamic and unpredictable, which makes it difficult to converge on a clear strategy at all. Henry Mintzberg
Some organizations face perpetual novelty. In other words, their environments are dynamic and unpredictable, which makes it difficult to converge on a clear strategy at all.
Besides the lack of strategies and the unlearning of good strategies, learning in an incremental way can also encourage the emergence of strategies that no one ever wanted, let alone intended. Henry Mintzberg
Besides the lack of strategies and the unlearning of good strategies, learning in an incremental way can also encourage the emergence of strategies that no one ever wanted, let alone intended.