Henry Mintzberg

Henry Mintzberg is a Canadian academic and author on business and management.

Mintzberg was born on September 2, 1939, in Montreal, Quebec, Canada.

He is the son of Jewish parents Myer and Irene (Wexler) Mintzberg.

His father, Myer Mintzberg, was a manufacturer.

Henry Mintzberg completed his first undergraduate degree in mechanical engineering at McGill University in 1961.

During his time at McGill University he was in 2 honor societies, was a student council representative, a McGill Daily Sports editor, a student athletic council chairman, and more.

Mintzberg then went on to complete his second undergraduate degree in 1962.

This degree was a Bachelor of General Arts and he received it from Sir George Williams University, which is now known as Concordia University.

He then completes his Master's degree in Management at MIT Sloan School of Management in 1965.

During his studies he was a part of the student government and won the Quebec Fellowship award as well as the M.I.T. Fellowship award.

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.

To finish up his education, Mintzberg returned to Sloan School of Management at M.I.T. and completes his Ph.D. in 1968.

He successfully defended his thesis of "The Manager at Work—Determining his Activities, Roles and Programs by Structured Observation" and studied the fields of Policy (major), Organizational Studies, Information and Control Systems, and minor in Political Science.

During his time he also received the Ford Fellowship as well as the M.I.T. Fellowship awards.

Henry is married to Dulcie Mintzberg and has two children, Susie and Lisa.

He also has three grandchildren, Laura, Tomas, and Maya.

Henry Mintzberg likes to write short stories about his personal life experiences and wants to publish them one day.

Mintzberg also likes to collect beaver sculptures, and he shares pictures of his collection on his personal website.

From 1991 to 1999, he was a visiting professor at INSEAD.

In 1997, Dr. Mintzberg was made an Officer of the Order of Canada.

In 1998 he was made an Officer of the National Order of Quebec.

He is now a member of the Strategic Management Society.

In 2004, he published a book entitled Managers Not MBAs which outlines what he believes to be wrong with management education today.

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.

Mintzberg has twice won the McKinsey Award for publishing the best article in the Harvard Business Review (despite his critical stance about the strategy consulting business).

He is also credited with co-creating the organigraph, which is taught in business schools.

Mintzberg writes 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, criticizes some of the practices of strategic planning today.

Mintzberg runs two programs at the Desautels Faculty of Management which have been designed to teach his alternative approach to management and strategic planning: the International Masters in Practicing Management (IMPM) in association with the McGill Executive Institute and the International Masters for Health Leadership (IMHL).

With Phil LeNir, he owns Coaching Ourselves International, a private company using his alternative approach for management development directly in the workplace.

During his time as a professor, Dr. Mintzberg has supervised 22 doctoral programs, has been on committee for 14 doctoral programs, and has received a large number of awards both for his work as a professor as well as his work on organizational theory.

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

Regarding the coordination between different tasks, Mintzberg defines the following mechanisms:

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

Perhaps the most distinctive feature of Mintzberg's research findings and writing on business strategy, is that they have often emphasized the importance of emergent strategy, which arises informally at any level in an organisation, as an alternative or a complement to deliberate strategy, which is determined consciously either by top management or with the acquiescence of top management.

He has been strongly critical of the stream of strategy literature which focuses predominantly on deliberate strategy.