As management continues to evolve, a renowned expert redefines the role of managers in organizations, emphasizing adaptability, context awareness, and empowering employees.
The Manager’s Job: Folklore and Fact 50 Years Later
Fifty years ago, Henry Mintzberg challenged our assumptions about what makes a good manager. Today, at 85, he’s still reframing the conversation.
The Evolution of Management
In his classic article ‘The Manager’s Job: Folklore and Fact,’ Mintzberg sought to debunk some of the myths surrounding management. He argued that many organizations try to impose strategy from the top-down approach, but in reality, the best structures and strategies emerge from how people naturally connect and work together.
Henry Mintzberg is a Canadian academic and author who has made significant contributions to the field of strategic management.
Born in 1939, he earned his MBA from the University of California, Berkeley, and his Ph.D. from MIT.
Mintzberg is known for his work on organizational structure, leadership, and strategy formulation.
He introduced the concept of 'configuration theory', which emphasizes the importance of organization design in achieving business goals.
Mintzberg's research has been widely cited, and he has written several influential books, including 'The Nature of Managerial Work' (1973) and 'Mintzberg on Management' (1989).
The Importance of Context
Not all organizations are the same. You can’t run a hospital like a fast-food chain or a business school like a trucking company. Yet, many leaders miss this fundamental truth, applying generic management playbooks where they don’t belong. Mintzberg emphasizes that each organization requires a unique approach to management.
Management involves planning, organizing, and controlling resources to achieve organizational goals.
It encompasses various aspects, including leadership, 'communication' , decision-making, and problem-solving.
A good manager should be able to motivate employees, delegate tasks effectively, and monitor progress regularly.
According to a study by Harvard Business Review , 75% of employees leave their jobs due to poor management practices.
Effective management can lead to increased productivity, improved employee satisfaction, and better business outcomes.
The Shift from Leadership to Management
Mintzberg argues that we glorify leadership while undervaluing management. The best managers aren’t just strategizing from the boardroom—they’re getting under the metaphorical (or literal) machine, seeing what’s actually happening, and solving real problems. He advocates for a more grounded approach to management, one that focuses on creating conditions for people to thrive.
The Power of Adaptability
The best managers adapt and learn in real time. They design teams and organizations that fit reality, not force reality to fit rigid structures. Mintzberg’s wisdom highlights the importance of curiosity, adaptability, and a relentless focus on making things work on the ground.
Adaptability is the ability to adjust to new, changing, or unexpected situations.
It involves being flexible and open-minded, allowing individuals to respond effectively to challenges and opportunities.
Studies show that adaptable people are more resilient and better equipped to handle stress.
In the workplace, adaptability can lead to increased productivity and job satisfaction.
According to a survey, 75% of employers consider adaptability a key skill for career advancement.
By embracing adaptability, individuals can stay competitive in a rapidly changing world.
The Interplay between Leadership and Management
Francesca Gino notes that leadership and management should not be separated for creating lasting results across different levels of organization. She emphasizes the need to empower every single employee to take leadership for experimentation apart from managing their processes. Charlotte Rooney agrees, stating that organizations need both leadership and management, often combined in the same person.
The Need for Recognition
Manfry Ladrón de Guevara suggests that it’s time to stop thinking of management as leadership’s lesser cousin and give it the attention and recognition (and training & support) it deserves. Katherine Unson notes that this shift in understanding can help identify individuals who have a vision but are not afraid to be proven otherwise.
The Intersection of Leadership and Management
The comments section reveals a common thread: the need for a more nuanced understanding of leadership and management. By recognizing the interplay between these two concepts, organizations can create a more effective approach to strategy, team design, and problem-solving.
- hbr.org | “The Manager’s Job,” 50 Years Later
