56 Henry Mintzberg Quotes on Management, Effectiveness and Managing - Quotes.pub

Here you will find all the famous Henry Mintzberg quotes. There are more than 56 quotes in our Henry Mintzberg quotes collection. We have collected all of them and made stunning Henry Mintzberg wallpapers & posters out of those quotes. You can use this wallpapers & posters on mobile, desktop, print and frame them or share them on the various social media platforms. You can download the quotes images in various different sizes for free. In the below list you can find quotes in various categories like Management, Effectiveness and Managing

That is the trouble with flying: We always have to return to airports. Thank of how much fun flying would be if we didn’t have to return to airports.

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

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?

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.

If the private sectors are about markets and the public sectors are about governments, then the plural sector is about communities.

Why does every generation have to think that he lives in the period with the greatest turbulence?

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.

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

The prime occupational hazard of a manager is superficiality.

Corporations are economic entities, to be sure, but they are also social institutions that must justify their existence by their overall contribution to society.

It is time to recognize conventional MBA programs for what they are – or else to close them down. They are specialized training in the functions of business, not general educating in the practice of management.

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.

Strategies grow initially like weeds in a garden, they are not cultivated like tomatoes in a hothouse.

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

Strategy-making is an immensely complex process involving the most sophisticated, subtle, and at times subconscious of human cognitive and social processes.

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?

An obsession with control generally seems to reflect a fear of uncertainty.

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.

Corporations are social institutions. If they don’t serve society, they have no business existing.

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.

Thought provoking Quotes

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

Technologies tend to undermine community and encourage individualism.

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.

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.

Data don’t generate theory – only researchers do that.

Management is a curious phenomenon. It is generously paid, enormously influential, and significantly devoid of common sense.

Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition.

Everyone is against micro managing but macro managing means you’re working at the big picture but don’t know the details.

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.

Effective managing therefore happens where art, craft, and science meet. But in a classroom of students without managerial experience, these have no place to meet there is nothing to do.

A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.

Empowerment is what managers do to people. Engagement is what managers do with people.

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.

No job is more vital to our society than that of the manager. It is the manager who determines whether our social institutions serve us well or whether they squander our talents and resources.

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.

Never set out to be the best. It’s too low a standard. Set out to be good. Do Your best.

Five coordinating mechanisms seem to explain the fundamental ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker skills.

While hard data may inform the intellect, it is largely soft data that generates wisdom.

Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers.

The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.

An enterprise is a community of human beings, not a collection of “human resources”.

Leadership, like swimming, cannot be learned by reading about it.

Strategy is a pattern in a stream of decisions.

Strategy is not the consequence of planning, but the opposite: its starting point.

Management is, above all, a practice where art, science, and craft meet.

to be a successful manager, let alone—dare I say—a great leader, maybe you don’t have to be wonderful so much as more or less emotionally healthy and clearheaded.

Managing Quotes

[...] в действительности рабочих не интересуют проблемы, которые не затрагивают непосредственно процесс труда, в котором они участвуют. Самое удивительное, что в некоторых исследованиях доказывается, что участие рабочих ведет к усилению высшего руководства за счет других групп: «Мнение менеджеров среднего звена не принимается во внимание, ослабляются аппаратные функции, чинятся препятствия развитию профессионализма» (р. 186). Парадоксально, но индустриальная демократия, по-видимому, способствует централизации организации как по вертикали так и по горизонтали. [...]Более того, анализ результатов исследований Ф. Фидлера (РгесНег, 1966) и других ученых позволяет сделать вывод о том, что участие рабочих в управлении отнюдь не обязательно коррелируется с удовлетворением от труда или повышением производительности. Данные взаимосвязи зависят от конкретной рабочей ситуации.В любом случае участие в управлении вряд ли можно правомерно называть демократизацией, поскольку оно базируется на тех посылках, что линейный менеджер обладает официальной властью и что он решает поделиться ею с подчиненными. Он обращается к работникам за советом и, возможно, даже обсуждает с ними варианты решений. Но демократия не зависит от щедрости власть предержащих; она распределяет в соответствии с принятыми законами власть по организации в целом. Таким образом, нам нечем порадовать сторонников организационной демократии. Она может работать в волонтерских организациях, но попытки установить ее в традиционных структурах, по-видимому, благоприятствуют централизации.

Structure in Fives: Designing Effective Organizations Quotes

The line between confidence and arrogance can be not only thin but also vague.

Managing Quotes

Managing is about nuance as much as it is about decisiveness.

Managing Quotes

Does this sharing raise the risk that confidential information will fall into the wrong hands? Sure, sometimes (although refusing to share information is often a smokescreen for political games). But contrast this with the benefits of having better-informed people all around.

Managing Quotes

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