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Henry Mintzberg completed his first undergraduate degree in mechanical engineering at McGill University in 1961. During his time at McGill University he was in two honor societies, was a student council representative, a McGill Daily sports editor, a student athletic council chairman, and more.
In the late 1960s Henry Mintzberg, a graduate student at MIT, carefully studied the activities of five executives. On the basis of his observations, Mintzberg arrived at three categories that subsume managerial roles: interpersonal roles, decisional roles, and informational roles. [47]
Their roles can be emphasized as executing organizational plans in conformance with the company's policies and the top management's objectives, defining and discussing information and policies from top management to lower management, and most importantly, inspiring and providing guidance to lower-level managers towards better performance.
In 1973, Mintzberg found that senior managers typically deal with unpredictable situations so they strategize in ad hoc, flexible, dynamic, and implicit ways. He wrote, "The job breeds adaptive information-manipulators who prefer the live concrete situation.
The concept builds on the Group Roles model developed by Benne & Sheats in 1948, [22] taking a short-cut route to describing preferences when guiding others. Similarly, the Roles Model follows the Mintzberg 10 management positions [23] – drawing in the most relevant elements when considering the mentoring relationship in detail.
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For Henry Mintzberg, an adhocracy is a complex and dynamic organizational form. [6] It is different from bureaucracy; like Toffler, Mintzberg considers bureaucracy a thing of the past, and adhocracy one of the future. [7] When done well, adhocracy can be very good at problem solving and innovation [7] and thrive in diverse environments. [6]
Diagram, proposed by Henry Mintzberg, showing the main parts of organisation, including technostructure. Technostructure is the group of technicians, analysts within an organisation (enterprise, administrative body) with considerable influence and control on its economy.