Henry Mintzberg

Henry Mintzberg Msfer Almoreh Bader Alanzi Mark Attew Rosalie Peterson INTERPERSONAL INFORMATIONAL DECISIONAL Ten Managerial Roles Henry Mintzberg
Figurehead
Leader
Liason Monitor
Disseminator
Spokesperson Entrepreneur
Disturbance Handle
Resource Allocator
Negotiator
by Bader Alanzi Life and Career Henry Mintzberg
Professor Henry Mintzberg (born in Montreal, September 2, 1939).
His undergraduate degree in mechanical engineering was from McGill University, Master’s degree and Ph.D. in Management from MIT Sloan School of Management (1965, 1968). 
Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec Canada, since 1968.
From 1988 to 1991, he was President of the Strategic Management Society.
From 1991 to 1999, he was a visiting professor at the Integrated Sustainable Energy and Ecological Development Association (INSEDA). by Msfer Almoreh by Mark Attew 5 P's for Strategy Henry Mintzberg
"Strategic management cannot afford to rely on a single definition of strategy." Strategy is a plan.
Strategy is a ploy
Strategy is a pattern.
Strategy is a position.
Strategy is perspective.
Henry Mintzberg
The Change Cube by Rosalie Peterson Transformation is the next logical step when an organization adopts a ‘state of being’.
The change cube model presents two major dimensions that are instrumental to the process; strategy and organization.
Each dimension contains elements that comprise the dimension ranging from concrete to conceptual.
Change may occur at various levels in an organization from the ‘conceptual’ vision and culture to the ‘concrete’ products and people.
Wherever you intervene on this cube, you have to change everything below. Mintzberg, H., Lampel, J., Quinn, J., & Ghoshal, S. (2003). The strategy process: Concepts, contexts, cases. Upper Saddle River, NJ: Prentice-Hall.
References Henry Mintzberg
During his career he has written and published 150 articles (i.e. in Harvard Business Review, Sloan Management Review, California Management Review), monographs, reviews and 15 books. "Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition."