HENRY MINTZBERG

Henry Mintzberg

Group members

Muhammad HafeezRoll #54

Muhammad Fiaz 42

M. Zubair Aslam 24

Muhammad Waqas56

Muhammad Hafeez

Roll # 54

Biographyborn September 2, 1939

Professor of Management Studies at theDesautels Faculty of ManagementofMcGill Universityin Montreal,Quebec Canada, since 1968

Early lifeMintzberg completed his undergraduate degree inMechanical engineeringat thefaculty of Engineering ofMcGill University. Master's degree in Management PhD from theMIT Sloan School of Managementin 1965 and 1968.

CareerThe topics of management and business strategy, with more than 150 articles and fifteen books

The Rise and Fall of Strategic Planning(Mintzberg 1994), criticizes some of the practices of strategic planning today

In 2004 he published a book entitledManagers Not MBAs(Mintzberg 2004) which outlines what he believes to be wrong with management education today

He has twice won the McKinseyAward for publishing the best article in theHarvard Business Review.

From 1991 to 1999, he was a visiting professor atINSEAD.In 1997 he was made an Officer of theOrder of Canada.In 1998 he was made an Officer of theNational Order of Quebec.He is now a member of theStrategic Management Society.

Mintzberg runs two programs at theDesautels Faculty of Managementwhich have been designed to teach his alternative approach to management and strategic planning:

theInternational Masters in Practicing Management(I.M.P.M.)[5]in association with theMcGill Executive Institute

the International Masters for Health Leadership (I.M.H.L.).

Muhammad Fiaz

Roll # 42

Contribution to organization theoryThe organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations (originally only five; the sixth one was added later):

Simple structurecharacteristic of entrepreneurial organizationMachine bureaucracyProfessional bureaucracyDiversified formAdhocracyor Innovative organization

The simple structureA young company before its entrepreneurial founder has had to let go of some of the strings. Such organizations are often autocratic and, as Mintzberg put it, vulnerable to a single heart attack.The machine bureaucracy.A company with many layers of management and a mass of formal procedures.The professional bureaucracy.An organisation that is cemented together by some sort of professional expertise, such as a hospital or a consultancy. This is usually the most democratic type of organisation, partly because it is often set up as a partnership.

The divisionalised form.A structure where there is little central authority, but whatever there is is clearly defined. It is the form most frequently found among modern multinationals.The adhocracy.The type of organisation frequently found in the computer world, full of flexible teams working on specific projects. It is also the structure found in Hollywood and, said Mintzberg, it is the structure of the future.

According to the organizational configurations model of Mintzberg each organization can consist of a maximum of six basic parts:

Strategic Apex (top management)

Middle Line (middle management)

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Operating Core (operations, operational processes)

Techno structure (analysts that design systems, processes, etc.)

Support Staff (support outside of operating workflow)

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

Well known Contributions10 Managerial Roles

The Strategy Concept I:Five Ps for Strategy

The Strategy Concept II:Another look at why Organizations need Strategies

Muhammad Waqas

Roll # 56

HENRY MINTZBERG10 Managerial Roles

3 groups of managerial roles:1- Interpersonal Roles

2- Informational Roles

3- Decisional Roles

Interpersonal roles:Figurehead

Leader

Liaison

Figurehead:Perform ceremonial and symbolic duties. Attending weddings & funerals, reassuring parents of female staffs.Leader:Guide and supervise subordinates.Staffing & training , motivating staff. Liaison:Maintain information links in and beyond the organization.Liaising with overseas business support manager.

Informational rolesMonitor

Disseminator

Spokesperson

Monitor:Collect information from internal & external sources.Daily stock count, control of cash & costs.Disseminator:Share information internally & externally.Regular meetings for the exchange of information.Spokesperson:Convey information to stakeholders.Accountable to GM

Decisional rolesEntrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Entrepreneur:Initiate ideas to bring in innovation & improvement.Upgrade service & review new designs of restaurant.Disturbance handler:Take remedial actions.Restaurants remained closed during the riots for security measures.

Resource AllocatorDistribution of resources.Budget.Rosters.

NegotiatorTake part in negotiation activities.Handle customer complaints.Dealing with suppliers for better prices.

M. Zubair Aslam

Roll # 24

The Strategy Concept I:Five Ps for Strategy, California Management Review Vol. XXX, No.1, Fall 1987

Henry MintzbergMcGill University

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Strategy can mean aPlanConscious, purposeful consideration in advance of future actions.

Strategy => future actions

Does that mean any plan is a strategy?

28If Strategy is a plan, does that mean a plan is Strategic

What makes a planstrategic

The time horizon it covers?

Its purpose?

The type of future actions it covers?

The type of choices it implies?

29Talking to Gary about this seminar.

What is a good strategy for getting people talking to each other.

Strategy can mean aPloyShort-term specific plan designed to achieve a specific (usually competitive) result

For example, a negotiation strategy

30Could use Heather Reismans testimony in front of Competition Board as an example from Globe & Mail, March 14.

Strategy can mean a Pattern!Consistency whether intended or not in a pattern of past actions!

Past actions => implicit strategy!

31NEED A GOOD EXAMPLE OF STRATEGY AS PATTERN.

Strategies are both plans for the futureand patterns from the past- Henry Mintzberg, Crafting StrategyHarvard Business Review, July-August, 1987

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Strategy can mean a PositionOrganizations relationship to its environment (markets and competitors)What an organization stands for, wants to become, or just is

Air Canada Canadas National AirlineAmazon.com the Internet-retailing portalWal-Mart the lowest price place to buy things

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Strategy can be a PerspectiveAn organization-wide view of the organization itself and how the world around it works

For example:The University of Winnipeg is a liberal arts institution.Access and Excellence are compatible goals.

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Muhammad Kashif

Roll # 44

The Strategy Concept II:Another look at why Organizations need Strategies California Management Review Vol. XXX, No.1, Fall 1987

Henry MintzbergMcGill University

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Organizations need Strategiesto Set DirectionStrategy determines where an organization is going

but shouldnt become a straightjacket which precludes interesting side trips!

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Organizations need Strategiesto Focus Effortand promote CoordinationStrategy helps to get everybody on the same page pulling together

but shouldnt preclude individuals from experimenting with new ideas!

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Organizations need Strategiesto Define themselvesStrategy helps to make an organization comprehensible

but can something as complex as a (large) organization really be well understood, especially by those outside it?

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Organizations need Strategiesto Define themselvesBCE Graphic

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Organizations need Strategiesto Provide ConsistencyStrategy helps an organization to make sense of its environment, and protects it against distraction so that it can get on with what it has decided to do

which can be a bad thing if the environment changes!

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Referencewww.slideshare.comwww.mentzberg.netwww.nytimes.com

Thank youfor your attention