Chapter 1: Managing Ahead This introduces the book and my view of ceptual interpretations of them, are presented at ronaldweinland.info Mintzberg on Management. Structure in PDF e-book ISBN IDPF e-book Production Management: Michael Bass Associates. European Management ]ournal Volume 7 No 3 0 European Management journal 1SSN $ Meeting Mintzberg - and Thinking Again about.
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PDF | The aims of this paper are (1) to briefly review major focus of management components published before Mintzberg's Model of Managing. While plenty is written about leadership these days, Dr. Mintzberg, who is the professor of management studies at McGill University and a. factory manager, to managing a United Nations refugee camp, he has aligned common characteristics, and issues managers face in their roles. Mintzberg offer a.
Skip to main content. Log In Sign Up. Henry Mintzberg on Strategic Management. Geetha Alagirisamy. SYNOPSIS This paper discusses via critical analysis the ideas of Henry Mintzberg, the Canadian theorist and Cleghorn Professor of McGill University, on the topic of strategic management, alongside an in-depth evaluation of his writings and contributions to the study and use of strategy in the domain of business and management.
At the time, Mintzberg was one of the first to scientifically study what managers actually did all day long, and he came to a number of conclusions that were quite remarkable for that time.
It turned out, for instance, that the manager was primarily an improviser who spent the entire day communicating.
He was not, as was thought at the time, a slave to his agenda, but much of the communication that took place was initiated by the manager himself. Today, nearly forty years later, Mintzberg has repeated his research, somewhat thinly, resulting in the fist-thick book Managing. Fortunately, Mintzberg realized that this was a little too much of a good thing, and was so kind as to write the most important sentences in bold letters, making it easier for the reader to read through the book quickly.
Download chapter 1 and 2 of What Makes a High Performance Organization for free PDF Managing consists of six chapters and a thick appendix, in which a day in the life of eight managers is described. He is not an advocate of the difference currently made between leaders and managers.
The two are inextricably linked. According to Mintzberg, managing is neither a science nor a special field, but a profession that can only be learned in practice.
The most important point made by Mintzberg in this chapter is aptly expressed in the quote by C. Interestingly, the chapter is built up around a number of management myths that are refuted by Mintzberg.
According to him, for example, managers are not reflective or systematic planners, but work with feverish energy on all kinds of brief and fragmented matters that primarily require immediate resolution.
Managing is not just about the hierarchical relationship between superiors and subordinates, but also about the lateral relationships between coworkers. Managers appear to have anything but complete control of their agenda and activities. Rather, they determine which obligations they must meet based on their position, and which obligation they want to meet because it would benefit them. Instead, they prefer getting their information from informal contacts, chiefly by e-mail, phone or meetings.
They are also becoming increasingly more dependent on e-mail. With regard to the latter, Mintzberg claims that the Internet is not necessarily something new for managers, but something that makes it easier for them to get into and stay in contact with people. According to Mintzberg, the work carried out by managers takes place on three levels, ranging from conceptual to practical: working with information, working with and through people, and taking action. In the middle of the model are the managers who shape their work by developing specific strategies and taking specific decisions.
They then put the activities they plan to take on the agenda, with varying levels of independence depending on their position.
He then turned his attention to organizations and their structure Mintzberg, , which was compounded with his design methodology; Structure in Fives Mintzberg, Figure 3: Types of Strategies Mintzberg and Waters, Figure 4: Strategic theories of the s have not expired, but only exist in close proximity to the latter models.
Strategy Formulation: As an analytical tool that relies on deliberate calculations, it corroborates their profit-making rationale for setting strategic objectives based on current and desired market positioning, growth and share, as they perceived profit- maximisation as the only cause and consequence of strategy for success.
Figure 5: The Dutch business culturalists, G. The short-sighted Evolutionary theorists, however, view strategy as a distraction to managers who can otherwise be focusing on immediate, reactionary tasks to ensure business fit for the current market conditions.
By approaching strategy formulation in the form of the 5-Ps: His viewpoint stresses strategy to be either product related or knowledge related in order for a company to attain competitive advantage. Figure 6: Figure 8: But the Systemic theorists are suspicious of the visionary leader whose self-interests can be dictated by his professional bias in a functional area such as finance, marketing or operations, etc.
The case of a German leader comes to mind in this context. Miles and Snow stress that the top management, dominated by a leading functional group within the organization, can lead to a biased strategy leaning towards the perspective and norms of the functional group as opposed to being neutral from the business perspective. Yet, he questions the relevance of the military G.
He identifies the following roles as pertinent to strategy leaders being successful in strategic management: In effect, for Mintzberg , just planning a strategy alone makes not a strategist. Decision-making should be a process fed by information shared across all levels of the organization.
Mintzberg highlights the outdated nature of applying the detached top-down model of minds versus hands, where strategy is designed, or dictated as the case maybe, at the top-levels of management and then subsequently disseminated to the lower levels for implementation.
Referring to this as the Fallacy of Detachment , he cautions against ignoring the impact and influence of middle management in the decision-making process. The bottom up, top down approach to interactive and iterative decision making was effectively in play.
Choices for Strategic Design and Decisions As articulated in Figure 1, the core of strategy design and formulation lies in the review and analysis of external and internal factors. It determines and directs the strategy route to be undertaken based on the choices that become available as a result of this activity and the decisions made consequently.
Much of the debate centres on the merits of outside-in or inside-out approach to strategy design that is carried out by the business. In so doing, it is inevitable to acknowledge the various tools and techniques proliferated within the planning school of strategy. Figure While the Five Forces model provides a significant snapshot at a point in time, it is misleading to apply it as a predictive tool and assume that the industry landscape will remain unchanged.
Mintzberg Mintzberg et al, also challenged the single-minded focus of the planning approach to consider only the quantitative and financial elements in the context of economics. There is little consideration of the other factors which do play a part in strategy design. Political, social, cultural and other qualitative factors, as in the PEST analysis, are not taken into account by these methods of assessment. As a result, the ensuing choices and decisions available for strategy making are in fact less than optimal and more susceptible to failure upon execution.
Thus, it is questionable if these planning models will be useful when applied to dynamic markets that are in constant flux. His in-depth study and analysis of strategy formulation is exemplified by his perspective discourse about the ten schools of thought on strategy formation Mintzberg, This work by Mintzberg can easily be construed as the summary of his concerns in his investigations into the Harvard school beginnings and the idealistic world of strategic management as conceived by the Planning school of strategy in the sixties, from Chandler to Porter He critics the purely academic, detached assessment style used to predict strengths and weaknesses of an industry or market.
Mintzberg describes such a design style as something conceived and not learnt by experience. Special Issue: Please check your email for instructions on resetting your password. If you do not receive an email within 10 minutes, your email address may not be registered, and you may need to create a new Wiley Online Library account.
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