Henry Mintzberg Quotes


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.

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

When the world is predictable you need smart people. When the world is unpredictable you need adaptable people.

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

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.

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.

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.

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

Organizations are communities of human beings not collections of human resources

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 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.

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

An enterprise is a community of human beings not a collection of "human resources".

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

Companies are communities. There's 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.

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.

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

Technologies tend to undermine community and encourage individualism.

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.

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

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

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

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

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

Learning is not doing; it is reflecting on doing.

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.

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

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

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

Strategy is a pattern in a stream of decisions

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.

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

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

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?

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

The prime occupational hazard of a manager is superficiality.

Often M.B.A.s will parachute around from one company or industry to another without really understanding what's behind it.

Management and leadership are not separate spheres. The two skills work together in the larger realm of "communityship.

Leadership like swimming cannot be learned by reading about it.