Talking Management with Karl Moore: How to rebalance the economy with the help of the 'plural' sector
Prof. Karl Moore speaks with Prof. Henry Mintzberg about a forthcoming electronic pamphlet by Mintzberg on "rebalancing society" with the help of the "plural sector."聽
Read full transcript: The Globe and Mail, October 9, 2012
Henry Mintzberg On What Is Wrong With Our Economy and How To Begin To Fix It
Henry Mintzberg is one of the most thoughtful and provocative thinkers in management today. He has a new electronic pamphlet coming out called 鈥淩ebalancing Society.鈥� In this interview Henry tells what he thinks is wrong with our economies and what might be the way 鲍鱼直播.
-Article by Karl Moore
In 1973, Managers Could Work 23 Minutes Without Distraction. And Today?
A study of business managers reports the following findings:
Managers scarcely have time to start on a new task or to sit down before they are interrupted.
Only 12 times in the study did the manager succeed in working undisturbed in his office for at least 23 minutes.
鈥淭he brevity of many of the manager鈥檚 activities is most surprising鈥alf of the observed activities were completed in less than nine minutes, and only one tenth took more than an hour.
Growing Together: Synthetic Teamwork
In Henry Mintzberg鈥檚 1994 landmark book, 鈥淭he Rise and Fall of Strategic Planning,鈥� the author calls for a new method to create effective strategies. He notes that 鈥淪trategic planning isn鈥檛 strategic thinking. One is analysis, the other is synthesis.鈥�
Finding happiness the MBA way
These days, when Jesper Hornberg goes to work he's likely to be stepping into a mud hut in Kenya, checking on a solar lamp. He's the founder of an NGO called Givewatts, which is trying to reduce dependence on kerosene lamps. Rather than having to work in the poor light given off by kerosene, children whose families have his lamps can now see well enough to do their homework. In some cases, their school test scores have increased by 50%.
Is an MBA Still Necessary?
It used to be that top corporations picked up MBA graduates as fast as schools could slap mortarboards on their heads. These young guns drove corporate reorganization, product innovation and marketing and implemented new styles of leadership. They were a symbol of a new culture, and anyone serious about a career in business aspired to earn those three letters.
