Henry Mintzberg Professor Henry Mintzberg, OC, OQ, FRSC (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, after earning his Master's degree in Management and Ph.D. from the MIT Sloan School of Management in 1965 and 1968 respectively. His undergraduate degree in mechanical engineering was from McGill University. From 1991 to 1999, he was a visiting professor at INSEAD.

Mintzberg is also an innovator in education. Like several other noted management and leadership writers (Manfred Kets de Vries and Karl Weick come to mind), he has devoted himself to developing new forms of executive education, aimed at leaders, who must combine analytic and intuitive skills on the job. This effort has led to a model of intensive training that Mintzberg calls ³natural development.´ Offered at McGill University, Lancaster University in the U.K., and the Indian Institute of Management in Bangalore, the training involves courses in which managers draw on one another¶s experiences and insights. He is also experimenting with self-directed learning, using programs by such luminaries as Marshall Goldsmith and human resources expert David Ulrich, along with his own material, through a private company he cofounded called CoachingOurselves. Mintzberg's 5 Ps for Strategy The word "strategy" has been used implicitly in different ways even if it has traditionally been defined in only one. Explicit recognition of multiple definitions can help people to manoeuvre through this difficult field. Mintzberg provides five definitions of strategy:
y y y y y

Plan Ploy Pattern Position Perspective.

Mintzberg then identified ten separate roles in managerial work, each role defined as an organised collection of behaviours belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact (1, 2, 3), information processing (4, 5, 6) and decision making (7-10). 1. FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation; 2. LEADER: fosters a proper work atmosphere and motivates and develops subordinates; 3. LIASION: develops and maintains a network of external contacts to gather information; 4. MONITOR: gathers internal and external information relevant to the organisation; 5. DISSEMINATOR: transmits factual and value based information to subordinates; 6. SPOKESPERSON: communicates to the outside world on performance and policies. 7. ENTREPRENEUR: designs and initiates change in the organisation; 8. DISTURBANCE HANDLER: deals with unexpected events and operational breakdowns; 9. RESOURCE ALLOCATOR: controls and authorises the use of organisational resources; 10. NEGOTIATOR: participates in negotiation activities with other organisations and individuals.

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