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have been an academic most of my professional life (after working in Operational Research at the

Canadian National Railways). Currently I am Cleghorn Professor of Management Studies at the Desautels
Faculty of Management at McGill University in Montreal, where I have been since graduating with a
doctorate from MIT in 1968, with stints at other universities in the U.S., France, and England. (My
undergraduate degree is from McGill, in Mechanical Engineering.) For the past 25 years, I have been half
time at McGill, spending several months each year in Europe.

I devote myself largely to writing and research, over the years especially about managerial work, strategy
formation, and forms of organizing. In 2004 I published Managers not MBAs, in 2007, Tracking
Strategies and in 2009Managing. I will soon complete a monograph entitled Managing the Myths of Health
Care. Then I will turn to an electronic pamphlet I have been working on for over a decade entitled Getting
Past Smith and Marx: Toward a Balanced Society.

I have worked for much of the past decade, in collaboration with colleagues from Canada, England,
France, India, and Japan, to develop new approaches to management education and development. The
International Masters in Practicing Management has been running since 1996; the Advanced Leadership
Program and the International Masters for Health Leadership have been running since 2006. All are rather
novel ways to help managers learn from their own experience. In 2007, Phil LeNier, Sasha Sadilova,
Jonathan Gosling and I created, which brings all these efforts to natural fruition:
practicing managers developing themselves in small groups. I teach in these programs and supervise
doctoral students, restricting my public speeches, mostly to convey a particular message or visit a place I
wish to see.

In recent years I have shifted toward more general writing. I have done some newspaper commentaries
(listed under Articles), and I like to write short stories, two of which are on this site: I hope to publish a
collection of them one day. Some years ago, I published Why I Hate Flying, a spoof on the foibles of flying
(now available in paperback as The Flying Circus).

In all, I have published about 150 articles (listed with annotations and, where available, web links,
under(Articles) and 15 books (also listed). Honors have included election as an Officer of the Order of
Canada and of l'Ordre national du Quebec, selection as Distinguished Scholar for the year 2000 by the
Academy of Management, and two McKinsey prizes for articles in the Harvard Business Review. Honorary
degrees and other awards are listed in my full C.V. You can also see a piece I wrote on my career up to
the early 1990s (1993 autobiography). I also collect "beaver sculptures."

I may spend my public life dealing with organizations, but I prefer to spend my private life escaping from
them. This I do on a bicycle (preferably on quiet roads in Europe), up mountains, and in the Laurentian
wilderness of Canada atop cross-country skis or in a canoe. I like to do this with my wife Sasha, my
daughters Susie and Lisa, and now with my grandchildren, Laura and Tomas.

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 hisMaster's

degree in Management and Ph.D. from the MIT Sloan School of Management in 1965 and 1968

respectively.[1] His undergraduate degree in mechanical engineering was from McGill University. From 1991

to 1999, he was a visiting professor at INSEAD.

Henry Mintzberg writes prolifically 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 (Mintzberg

1994), criticizes some of the practices of strategic planning today.

He recently published a book entitled Managers Not MBAs (Mintzberg 2004) which outlines what he

believes to be wrong with management education today. Rather controversially, 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.[2]

Ironically, although Professor Mintzberg is quite critical about the strategy consulting business, he has twice

won the McKinsey Award for publishing the best article in the Harvard Business Review. Also, he is credited

with co-creating the organigraph, which is taught in business schools.[3]

In 1997 he was made an Officer of the Order of Canada. In 1998 he was made an Officer of theNational

Order of Quebec. He is now a member of the Strategic Management Society.

MIntzberg runs two programs which have been designed to teach his alternative approach to management

and strategic planning at McGill University: the International Masters in Practicing Management (I.M.P.M.) in

association with the McGill Executive Institute and the International Masters for Health Leadership (I.M.H.L.).

With Phil LeNir, he owns CoachingOurselves International, a private company using his alternative approach

for management development directly in the workplace.

He is married to Sasha Sadilova and has two children from a previous marriage, Susie and Lisa.

Theory on Organizational Forms

The organizational configurations framework of Mintzberg is a model that describes six valid

organizational configurations

1. Mutual adjustment, which achieves coordination by the simple process of informal

communication (as between two operating employees)

2. Direct supervision, is achieved by having one person issue orders or instructions to

several others whose work interrelates (as when a boss tells others what is to be done, one step at

a time)

3. Standardization of work processes, which achieves coordination by specifying the work

processes of people carrying out interrelated tasks (those standards usually being developed in

the technostructure to be carried out in the operating core, as in the case of the work instructions

that come out of time-and-motion studies)

4. Standardization of outputs, which achieves coordination by specifying the results of

different work (again usually developed in the technostructure, as in a financial plan that specifies

subunit performance targets or specifications that outline the dimensions of a product to be

5. Standardization of skills (as well as knowledge), in which different work is coordinated

by virtue of the related training the workers have received (as in medical specialists - say a

surgeon and an anesthetist in an operating room –responding almost automatically to each other’s

standardized procedures)

6. Standardization of norms, in which it is the norms infusing the work that are controlled,

usually for the entire organization, so that everyone functions according to the same set of beliefs

(as in a religious order)

According to the organizational configurations model of Mintzberg each organization can consist of

a maximum of six basic parts:

1. Strategic Apex (top management)

2. Middle Line (middle management)

3. Operating Core (operations, operational processes)

4. Technostructure (analysts that design systems, processes, etc)

5. Support Staff (support outside of operating workflow)

6. Ideology (halo of beliefs and traditions; norms, values, culture)

Related Interests