By Henry Mintzberg
- What are the key skills needed to become an effective manager? Can you learn leadership, or is it an innate quality? Henry Mintzberg is a world-renowned business thinker, and is currently the Cleghorn Professor of Management Studies at McGill University, Montreal, Canada. In this interview, read what he has to say about managerial skills, empowerment, MBAs and management styles.
(Added: 31-Mar-2006 Hits: 156
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By James Morrison
- Henry Mintzberg (1994), in an article appearing in the latest issue of the Harvard Business Review titled "The Fall and Rise of Strategic Planning," states that the label strategic planning should be dropped because strategic planning has impeded strategic thinking. This article reviews Mintzberg's position on strategic planning
(Added: 17-Mar-2003 Hits: 263
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By Stephen Bernhut
- McGill University professor Henry Mintzberg is an astute, acclaimed management thinker, a prolific author, and an iconoclast who has advised some of the world's largest corporations. In this feature interview, whether he's discussing management, the organization, or shareholder value, Professor Mintzberg provokes with his observations on what is needed in many aspects of the organization today.
(Added: 2-May-2006 Hits: 84
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By Henry Mintzberg
- Go back five, ten, twenty or more years and read the business press -- about John Scully at Apple, James Robinson at American Express, Robert McNamara at the Defense Department. Heroes of American management all ... for a time. Then consider this proposition: maybe really good management is boring. Maybe the press is the problem, alongside the so-called gurus, since they are the ones who personalize success and deify the leaders (before they defile them). After all, corporations are large and complicated; it takes a lot of effort to find out what has really been going on
(Added: 15-Mar-2003 Hits: 233
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By Henry Mintzbert
- Sustaining the physical environment requires sustenance of the associated institutional environment. Questions are raised about this, based on the observation of a day in each of the lives of two headquarters managers at Greenpeace, the Executive Director and a Director of certain of the central units. In our analysis, we look beyond the obvious doing and the obvious planning, beyond the obvious acting and the obvious politicking
(Added: 15-Mar-2003 Hits: 208
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