Professional Documents
Culture Documents
Professor Henry Mintzberg ( born in Montreal, September 2, 1939) is an internationally renowned academic and author on business and management.. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, QUEBEC, Canada, Where he has been teaching since 1968
Mintzberg is Cleghorn Professor of Management Studies at McGill University, and is the author of more than 15 books and about 150 articles, including ones that have won the highest academic and practitioner awards
His seminal book, The Rise and Fall of Strategic Planning, criticizes some of the practices of strategic planning today.
Education
Ph.D. ( doctorate)
B.A.
The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning In this work Mintzberg criticizes strategic planning and the way it is typically used. Structure in Fives: Designing Effective Organizations, Mintzberg on Management: Inside Our Strange World of Organizations Organizations: A Quantum View, by Danny Miller & Peter Friesen, (HD31.M4375 1984). This work was written in collaboration with Mintzberg who contributed Chapter 1, "The Case for Configuration", and Chapter 3, "A Typology of Organizational Structure". Tracking Strategies in the Birthplace of Canadian Tycoons: The Sherbrooke Record 1946-1976 Power in and Around Organizations The Structuring of Organizations: A Synthesis of the Research, Impediments to the Use of Management Information, The Structure of Strategic Decision Processes, with Raisinghani & Theoret, (This is essentially a working paper. The Nature of Managerial
Key theories
Mintzberg's contribution to management thinking is not based on one or two clever theories within some narrow discipline.His approach is broad, involving the study of virtually everything managers do and how they do it. His general appeal is further enhanced by a fundamental belief that management is about applying human skills to systems, not applying systems to people - a belief that is demonstrated throughout his writing.
1. Interpersonal (managing by information), 2. Information (managing through people), 3. Decision-making (managing through action).
Interpersonal
a) Figurehead - performing symbolic duties as a representative of the organisation. b) Leader - establishing the atmosphere and motivating the subordinates. c) Liaiser - developing and maintaining webs of contacts outside the organisation.
Information
a) Monitor - collecting all types of information that are relevant and useful to the organisation. b) Disseminator - transmitting information from outside the organisation to those inside. c) Spokesman - transmitting information from inside the organisation to outsiders.
Decision-making
a) Entrepreneur - initiating change and adapting to the environment. b) Disturbance Handler - dealing with unexpected events. c) Resource Allocator - deciding on the use of organisational resources. d) Negotiator - negotiating with individuals and dealing with other organisations.
The diversified organisation - a set of semi-autonomous units under a central administrative structure. The units are usually called divisions and the central administration referred to as the headquarters. The professional organisation - commonly found in hospitals, universities, public agencies and firms doing routine work, this structure relies on the skills and knowledge of professional staff in order to function. All such organisations produce standardised products or services. The innovative organisation - this is what Mintzberg sees as the modern organisation: one that is flexible, rejecting any form of bureaucracy and avoiding emphasis on planning and control systems. Innovation is achieved by hiring experts, giving them power, training and developing them and employing them in multidiscipline teams that work in an atmosphere unbounded by conventional specialisms and differentiation. The missionary organisation - it is the mission that counts above all else in such organisations; and the mission is clear, focussed, distinctive and inspiring. Staff readily identify with the mission, share common values and are motivated by their own zeal and enthusiasm.
According to the organizational configurations model of Mintzberg each organization can consist of a maximum of six basic parts:
1. 2. 3. 4. 5. 6. Strategic Apex (top management) Middle Line (middle management) Operating Core (operations, operational processes) Technostructure (analysts that design systems, processes, etc.) Support Staff (support outside of operating workflow) Ideology (halo of beliefs and traditions; norms, values, culture)
1. 2. 3. 4. 5.
Strategy can mean a Plan Strategy can mean a Ploy Strategy can mean a Pattern Strategy can mean a Position Strategy can mean a Perspective
The Strategy Concept II: Another look at why Organizations need Strategies
Organizations need Strategies to Set Direction Organizations need Strategies to Focus Effort and promote Coordination Organizations need Strategies to Define themselves Organizations need Strategies to Provide Consistency
Productivity is a Time Bomb: Our misguided faith in crude economic indicators such as productivity is going to blow up in our faces, says management guru Henry Mintzberg",
Latest Publication : Rebalancing Society: Radical renewal beyond Adam Smith and Marx According to him, theres a critical imbalance threatening our societies and unless it is addressed in a new, practically relevant way, the worlds economies are doomed.
Thank you