For about twenty-five years now I have been lecturing students about the work of Henry Mintzberg. During the 1970s, Mintzberg published a ground-breaking piece of research that was instantly recognised as a management classic. Building upon a very small sample of Executive decision-makers (literally a hand full of diaries), Mintzberg basically explained just why it is that managers seem to spend so much time in meetings. On January 2nd 2017, I became Head of Suffolk Business School. As a consequence I stopped teaching this…and started living it.
Today my working day started just after 7am. I had an 8am meeting scheduled and arrived early to get a head-start on the day (there are ALWAYS e-mails). I was in truth not too bothered by the prospect of this early meeting because I had been promised that it would commence and be built around bacon rolls. The problem being that I never made it to the meeting. Something came up that required my attention so I had to forgo breakfast. Having resolved this issue I then picked up a cup of coffee and a manuscript that the editor of Organization has invited me to review.
I read the paper and made some notes (it’s quite good but needs some further analytical and structural development) preparatory to the completion of the formal review that I will submit some time over the next few weeks. At 09:30 I met with colleagues from HRM and when this meeting concluded it was time to speak with a colleague from Portugal who will, I hope, visit the University in May. When I complete this blog post I will scuttle off to a meeting convened to discuss student recruitment. Later I will ‘catch-up’ with the Deputy Head of School and with my very patient PA before I have another meeting with HR.
This is pretty much how my days unfold. So just why do managers spend so much time in meetings? I thought you might ask this…
Mintzberg suggests that managers spend so much of each day in face-to-face meetings simply because this is about the best means of securing managerial ends and processes. But why is this is the case? It’s simple really: Mintzberg suggests that managing yourself and managing others is challenging and rewarding because this sort of work involves an on-going negotiation as to a) what should be done b) who should actually do this and c) who should cover the cost. And in complex hierarchies with limited budgets – such as, say, the University of Suffolk – this is perhaps more complex than you might imagine because there will be lots of managers; lots of managerial goals; lots of alternative courses of action and consequently many different ways in which the ‘right thing’ to do might be conceptualised and pursued.
But on Monday…my diary looks a little more relaxed…because on Monday I will be in a tiny rural village in south-west France en vancances. The village is tiny but it is steeped in history: The great French politician Gambetta attended school in this village. But this place has for me an altogether more alluring appeal for I will be staying in a house that has no land-line, no internet access and only an intermittent mobile telephone signal.
You see, those who manage also need to set time aside for reflection, so before my travelling companions awaken I will spend a part of each morning revising a now overdue manuscript on management gurus. When I return I might share a little of this reflection. Until then…adieu!
The University of Suffolk ‘revalidates’ its degrees periodically. On a year-to-year basis we review the modules that we teach to ensure that these remain both useful and current. Every five years however we pause to engage in a root-and-branch review that, in effect, re-imagines our degrees. This process the University terms ‘revalidation’ and at present we are preparing for the revalidation of our MBA (Master of Business Administration ). What are we doing to re-imagine our MBA? I am glad you asked…
We are making a number of changes designed to ensure that our MBA continues to prepare participants for leadership and executive positions. In a blog I can only highlight a few of these changes so I will pause to pinpoint the following developments:
We have reviewed the content of our modules to ensure that, as far as possible, students work on ‘live’ (you will note I refuse to say ‘real world’) problems. In addition we have added more formative assessments to ensure that, as our students learn to become the ‘practical theorists’ that modern organizations need, they receive timely feedback on their ideas and plans.
Finally (within the confines of this brief account) it is also worth noting that we have changed the titles of our modules. This apparently cosmetic change is, for me, perhaps the most significant development, because it is designed to remind staff and students alike that although we generally refer to ‘management’ and ‘organizations’ as nouns; as things they are in truth more usefully constructed as verbs. And if you hope to make a difference in the (real) world you might do well to recall that managing and organizing are processes that we enact between us…
As someone who has devoted his adult life to teaching and researching the business of management I am, routinely, challenged by journalists and by management executives as to my experience of the ‘real world’ and whether I have ever held down ‘a proper job’. These days I meet this sort of challenge head-on. If I am honest I am altogether too old and just too Scottish to indulge this sort of question. So I now respond to this inquiry by asking another question, ‘How might we know if something is real?’
And when this is greeted by a quizzical look I add, ‘If I had spent the last 27 years working within a large corporate concern such as, say, Coca Cola you would be impressed and would not trouble yourself to ask such a question. You would readily acknowledge that I had, indeed, held down ‘a proper job’ in the ‘real world’. But what makes the production of a syrupy carbonated liquid somehow more real; more useful; indeed more noble than a career devoted to researching and teaching within Universities which are, after all, large, complex and often highly politicised organizations?’
As I’ve said before: you don’t looks sideways at your GP and say, ‘So you’ve never been anything apart from a doctor!’ I’ve dedicated my adult like to researching business, to understanding the complex problems that managers face every day – last I checked, Universities, too, had managers; struggled with strategic change; had to think about policy and profit. It takes a long time to become an expert… and I’m still working on it.