Henry Mintzberg - - Round Four

From Henry Mintzberg and Managing (2009):

• The big problem today is macroleading: managers who are disconnected, don't know what's going on.
• Why does so much managing have to take place in isolated offices and closed meeting rooms?
• A gaping hole exists between those who administer and those who deliver the basic services.
• That big picture has to be painted stroke by stroke, experience by experience.
• It is too common to witness people being blamed for failures that can be traced to their inadequate access to the information necessary to perform their delegated tasks.
• How to delegate when so much of the relevant information is personal, oral, and often privileged?
• The manager is the sink of organizational disorder.  Thus, if managing is getting order out of disorder, then the Enigma of Order reads: How to bring order to the work of others when the work of managing is itself so disorderly?
• How to maintain a sufficient level of confidence without crossing over into arrogance?
• We only notice what is changing, not what isn't, which includes most of what is around us.
• How to manage change when there is the need to maintain continuity.
• If you want to uncover someone's flaws, marry them or else work for them.
• Some managers are just in the wrong line of work.