How has management thinking changed in the past 50 years and where might management be headed today? In his research and writing, Desautels Faculty of Management Professor Henry Mintzberg covers not only the past 50 years but looks toward the future of managing organizations, developing managers, and rebalancing society, from business to politics to higher education.
The International Masters for Health Leadership students analyze health care systems for lessons learned during the COVID-19 pandemic
The pandemic demanded a rapid response from health care systems around the world. This revealed both strengths and weaknesses–and now there is an opportunity to examine the experience for lessons about the future. The International Masters for Health Leadership is doing exactly that.
Analytics can tell a story–but they don’t tell the whole story. In any organization, managers need to have an awareness of personalities and politics, and that can affect the decisions they make, writes David Creelman in Talent Management and HR. Creelman’s conclusions are partly based on a study of accountants carried out by Desautels Prof. Henry Mintzberg several decades ago.
E-commerce. Telecommuting. Digital transformation. In just a few years, the workplace has changed dramatically. And management is not linked strongly enough to these new realities, according to Prof. Henry Mintzberg. In this new world of work, creative solutions can foster future success. Flattening hierarchies and seeking client feedback can help organizations unlock their employees’ potential.
In an ideal economy, hard work and creativity would be rewarded – and each person could lead a life of meaning and dignity. But our obsession with metrics can get in the way, according to Prof. Henry Mintzberg, the John Cleghorn Professor of Management Studies at the Desautels Faculty of Management.
Women still face barriers in attaining leadership roles, and rethinking leadership is one part of solving this problem, writes Marine Thomas. For that, the Editor-in-Chief of Les Affaires looks to the ideas of Desautels Prof. Henry Mintzberg. By dispersing leadership throughout an organization, companies can create a flexible and inclusive workplace that is more conducive to the advancement of women’s careers.
Obsessing over leadership can lead to a world full of followers. Prof. Henry Mintzberg has identified 52 qualities of effective managers, and no one person has all of them. No matter how competent a manager is, they will always have strengths and weaknesses.
The Holme Grange School (U.K.) recently became the first school in the world to earn the eduCCate Global Gold Award in recognition of its efforts to equip students with tools to fight climate change.
Earlier this month, Policy Magazine hosted a Q&A-style webinar with Professor Henry Mintzberg, author of Managers Not MBAs. Moderated by Professor Karl Moore, the discussion focuses on common barriers to managing well in a pandemic environment.
Inspired by McGill’s International Masters for Health Leadership (IMHL) program, Laval University’s Faculty of Medicine recently designed an internship for rising medical graduates to tackle challenges in pandemic management and rural medicine.
Since its publication in 2014, Professor Henry Mintzberg’s book, Rebalancing Society, has been heralded as a handbook for environment and social sustainability by the United Nations and hundreds of universities and organizations across the globe.
According to Professor Henry Mintzberg, the greatest quality a manager can embody is empathy. As liaisons between executive leadership and employee teams, managers must be able to build trust and respect in order to accomplish company goals across a large network of stakeholders.
Based on Professor Henry Mintzberg’s multidisciplinary theories of management, the McGill-HEC Montréal EMBA program has mastered the art and science of empowering business professionals to lead successfully.
In his 2019 book, “Bedtime Stories for Managers,” Professor Henry Mintzberg pointed out a lack of opportunity for managers to come together and discuss progress, growth, and the unique challenges they face in leading teams.