In a crude sense, management can be broken into three parts - man, age and ment. It essentially speaks about people, times and actions. Veteran management thinker Henry Mintzberg often advocates that successful management involves interpersonal, informational and decisional roles.
Read full article: Daily FT, October 10, 2016
Corporations have more data than ever about their consumers and customers, and advanced analytic platforms increasingly democratize data analysis.
L'un de nous est Américain, l'autre est Canadien; l'un est conservateur, l'autre est libéral. Nous vivons tous deux au Canada, une position privilégiée d'où suivre le déroulement de l'élection présidentielle aux États-Unis. Notre interrogation est la suivante : où sont les Américains honnêtes parmi la classe politique et la population?
...Bref, nombre de dirigeants d'entreprise gagneraient clairement à apprendre à se taire. Ne serait que pour mieux écouter ce que les autres ont à leur dire. D'ailleurs, le professeur de management à l'Université McGill Henry Mintzberg lui-même en a fait une loi, celle du 50-50, qui stipule que «tout dirigeant qui entre dans une discussion (en face-à-face, en réunion à plusieurs, etc.) se doit de parler tout autant qu'elle écoute», sans quoi elle ne retirera jamais rien d'intéressant de ses rencontres avec autrui.
“It is time to recognise conventional MBA programs for what they are,” says Henry Mintzberg, professor of management studies at McGill University in Montreal, and one of the four all-time gurus of strategy. “MBA programs train the wrong people in the wrong ways with the wrong consequences.
Read full article: The Australian, September 15, 2016
One of us is American and the other Canadian, one conservative, the other liberal. We live in Canada, a good vantage whence to watch the in U.S. election. Where, we wish to ask, are the good folks of America, in politics and in the population? In the population, they appear to be marginalized by a choice between one politician who is selling snake oil, 21st-century style, and another who epitomizes the establishment that many of them abhor -- business as usual.
For decades, Henry Mintzberg, an academic at the Desautels Faculty of Management at McGill University, has said that the MBA doesn’t teach management properly, and if graduates enter the workforce thinking they’re trained managers, he believes they could even be a danger to society.
Read full article: Poets & Quants, September 4, 2016
Coal mining was the economic lifeblood of eastern Kentucky for most of the twentieth century, providing families in this rural mountainous region with one of the few sources of a middle-class income. But those jobs began disappearing in the 1980s as producers switched from underground mining to surface mining and mountaintop removal. More recently, mining operations have shifted to western U.S. states as the coal seams in Central Appalachia have become depleted.
I made the point in the first of these columns that one of the main differences between leadership and management is the ability to have a strategic perspective and think strategically. This is universally expected of leaders, almost never taught to anyone formally, and therefore often marks one of the tougher transitions for very successful managers in becoming effective leaders.
Good intentions, energy and teamwork are necessary, but good strategy is also vital for nonprofit operations. The brainy stuff really comes in handy.
Speaking during the Association of Fundraising Professionals (AFP) Fundraising Day In New York 2016, David M. Sterling of Western New England University stressed the necessity of strategy within an organization.