Henry Mintzberg | |
|---|---|
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| Born | September 2, 1939 |
| Nationality | Canadian |
| Academic career | |
| Institution | Desautels Faculty of Management |
| Alma mater | McGill University (B.Eng 1961) MIT (Ph.D. 1968) |
Henry Mintzberg OC OQ FRSC is a Canadian 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. [1]
Mintzberg was born on September 2, 1939, in Montreal, Quebec, Canada. He is the son of Jewish parents Myer and Irene (Wexler) Mintzberg. [2] His father, Myer Mintzberg, was a manufacturer.
Henry Mintzberg completed his first undergraduate degree in mechanical engineering at McGill University in 1961. During his time at McGill University he was in 2 honor societies, was a student council representative, a McGill Daily Sports editor, a student athletic council chairman, and more. [3]
Mintzberg then went on to complete his second undergraduate degree in 1962. This degree was a Bachelor of General Arts and he received it from Sir George Williams University, which is now known as Concordia University. [3]
He then completes his Master's degree in Management at MIT Sloan School of Management in 1965. [4] During his studies he was a part of the student government and won the Quebec Fellowship award as well as the M.I.T. Fellowship award. [3]
To finish up his education, Mintzberg returned to Sloan School of Management at M.I.T. and completes his Ph.D. in 1968. He successfully defended his thesis of "The Manager at Work—Determining his Activities, Roles and Programs by Structured Observation" and studied the fields of Policy (major), Organizational Studies, Information and Control Systems, and minor in Political Science. During his time he also received the Ford Fellowship as well as the M.I.T. Fellowship awards. [3]
Henry is married to Dulcie Mintzberg and has two children, Susie and Lisa. He also has three grandchildren, Laura, Tomas, and Maya. [3]
Henry Mintzberg likes to write short stories about his personal life experiences and wants to publish them one day. Mintzberg also likes to collect beaver sculptures, and he shares pictures of his collection on his personal website. [3]
In 1997, Dr. Mintzberg was made an Officer of the Order of Canada. In 1998 he was made an Officer of the National Order of Quebec. He is now a member of the Strategic Management Society.
From 1991 to 1999, he was a visiting professor at INSEAD.
In 2004, he published a book entitled Managers Not MBAs [5] which outlines what he believes to be wrong with management education today. Mintzberg claims that prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania are obsessed with numbers and that their overzealous attempts to make management a science are damaging the discipline of management. Mintzberg advocates more emphasis on post graduate programs that educate practicing managers (rather than students with little real world experience) by relying upon action learning and insights from their own problems and experiences. [5]
Mintzberg has twice won the McKinsey Award for publishing the best article in the Harvard Business Review (despite his critical stance about the strategy consulting business). He is also credited with co-creating the organigraph, which is taught in business schools. [6]
Mintzberg writes on the topics of management and business strategy, with more than 150 articles and fifteen books to his name. His seminal book, The Rise and Fall of Strategic Planning, [7] criticizes some of the practices of strategic planning today.
Mintzberg runs two programs at the Desautels Faculty of Management which have been designed to teach his alternative approach to management and strategic planning: the International Masters in Practicing Management (IMPM) in association with the McGill Executive Institute and the International Masters for Health Leadership (IMHL).[ non-primary source needed ] With Phil LeNir, he owns Coaching Ourselves International, a private company using his alternative approach for management development directly in the workplace.[ non-primary source needed ]
During his time as a professor, Dr. Mintzberg has supervised 22 doctoral programs, has been on committee for 14 doctoral programs, and has received a large number of awards both for his work as a professor as well as his work on organizational theory. [3]
The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations (originally only five; the sixth one was added later): [8]
Regarding the coordination between different tasks, Mintzberg defines the following mechanisms: [8]
According to the organizational configurations model of Mintzberg, each organization can consist of a maximum of six basic parts: [8]
Perhaps the most distinctive feature of Mintzberg's research findings and writing on business strategy, is that they have often emphasized the importance of emergent strategy, which arises informally at any level in an organisation, as an alternative or a complement to deliberate strategy, which is determined consciously either by top management or with the acquiescence of top management. [9] He has been strongly critical of the stream of strategy literature which focuses predominantly on deliberate strategy. [10] [11]
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Management is the administration of organizations, whether they are a business, a nonprofit organization, or a government body through business administration, nonprofit management, or the political science sub-field of public administration respectively. It is the science of managing the resources of businesses, governments, and other organizations.
Strategy is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty. In the sense of the "art of the general", which included several subsets of skills including military tactics, siegecraft, logistics etc., the term came into use in the 6th century C.E. in Eastern Roman terminology, and was translated into Western vernacular languages only in the 18th century. From then until the 20th century, the word "strategy" came to denote "a comprehensive way to try to pursue political ends, including the threat or actual use of force, in a dialectic of wills" in a military conflict, in which both adversaries interact.
Adhocracy is a flexible, adaptable and informal form of organization that is defined by a lack of formal structure that employs specialized multidisciplinary teams grouped by functions. It operates in an opposite fashion to a bureaucracy. The term was coined by Warren Bennis in his 1968 book The Temporary Society, later popularized in 1970 by Alvin Toffler in Future Shock, and has since become often used in the theory of management of organizations. The concept has been further developed by academics such as Henry Mintzberg.
David C. Korten is an American author, former professor of the Harvard Business School, political activist, prominent critic of corporate globalization, and "by training and inclination a student of psychology and behavioral systems". His best-known publication is When Corporations Rule the World. In 2011, he was named an Utne Reader visionary.
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.
Edgar Henry Schein was a Swiss-born American business theorist and psychologist who was professor at the MIT Sloan School of Management. He founded the discipline of organizational behavior, and made notable contributions in the field of organizational development in many areas, including career development, group process consultation, and organizational culture. He was the son of former University of Chicago professor Marcel Schein.
Micromanagement is a counter-productive management style characterized by such behaviors as an excessive focus on observing and controlling subordinates and obsession with details.
In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.
SWOT analysis is a strategic planning and strategic management technique used to help a person or organization identify Strengths, Weaknesses, Opportunities, and Threats related to business competition or project planning. It is sometimes called situational assessment or situational analysis. Additional acronyms using the same components include TOWS and WOTS-UP.
An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims.
A strategist is a person with responsibility for the formulation and implementation of a strategy. Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources). The senior leadership of an organization is generally tasked with determining strategy. Strategy can be intended or can emerge as a pattern of activity as the organization adapts to its environment or competes. It involves activities such as strategic planning and strategic thinking.
The stakeholder theory is a theory of organizational management and business ethics that accounts for multiple constituencies impacted by business entities like employees, suppliers, local communities, creditors, and others. It addresses morals and values in managing an organization, such as those related to corporate social responsibility, market economy, and social contract theory.
Strategic foresight is a planning-oriented discipline related to futures studies. In a business context, a more action-oriented approach has become well known as corporate foresight.
Bruce Ahlstrand is a senior faculty member in the Business Administration program at Trent University in Peterborough, Ontario. A graduate of the University of Toronto, the London School of Economics and University of Oxford, Ahlstrand has been contributing to the field of strategic management for many years. With Henry Mintzberg and Joseph Lampel, he wrote the book Strategy Safari. At Trent University, Ahlstrand teaches courses in Organization Theory and Strategic Management which are both part of the core program in management studies at Trent.
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
Kenneth Richmond Andrews, was an American academic who, along with H. Igor Ansoff and Alfred D. Chandler, was credited with the foundational role in introducing and popularizing the concept of business strategy.
Kenneth Hartley Blanchard is an American author, business consultant and motivational speaker who has written over 60 books, most of which were co-authored. His most successful book, The One Minute Manager, has sold over 15 million copies and been translated into many languages.
The McGill Executive Institute is the corporate education and management development unit of the McGill University Desautels Faculty of Management in Montreal, Quebec, Canada. It provides a variety of public business seminars as well as custom executive education and coaching for all levels of management.
John Izzo is a businessman, corporate advisor, speaker, bestselling author and an advocate for sustainable living. He is an adjunct professor at the University of British Columbia where he is a co-founder of Blueprint''. He writes and speaks about the "World of work". Izzo is the author of nine books.
Samuel A. Culbert is a professor at UCLA Anderson School of Management, in the fields of organizational theory and applied behavioral science. He is known for his "trans-organizational" research methodology commentaries on workplace dynamics, identification of mismanagement practices, and theories on the sources of workplace-induced alienation.
