在好莱坞也经常见得到，明茨伯格说，这是一种未来的结构。
It is also the structure found in Hollywood and, said Mintzberg, it is the structure of the future.
该所学校的思想已经被明茨伯格所描述为战略形成是一个构想的过程。
This school of thought has been described by Mintzberg as the visionary process for strategy formation.
波特的差异化策略是基于部门的先前的学者研究的成果上发扬壮大的，包括明茨伯格的研究。
Greve's division of Porter's differentiation strategy is based on earlier scholars studies were Porter' typology was used, including Mintzberg's study.
亨利·明茨伯格·亨利·明茨伯格论管理[M]。闾佳译。北京：机械工业出版社。2007。
Henry Mintzberg. Mintzberg on Management. Trans. by Lv Jia. Beijing: China Machine Press, 2007.
正如明茨伯格所说的，“管理者只是交流或构思决对无济于事，而只有做完收尾工作才是做了事情。”
As Mintzaberg says, "the manager who only communicates or only conceives never gets anything done, while the manager who only 'does' ends up doing it all done."
明茨伯格认为波特的差异化策略应该更加详细具体，更有发展前景，因为差异化可能要通过几个方面来完成。
Mintzberg suggests that Porter's Differentiation strategy should be more specified and hence be developed, since differentiation may be accomplished in several ways.
亨利。明茨伯格在1996年夏季的加利福尼亚管理评论上发表题为《本田效应再探》的文章延伸了这场辩论。
Henry Mintzberg followed up the debate with an article in the California Management Review (in summer 1996) entitled "the Honda Effect Revisited".
明茨伯格说：“MBA毕业生都是铁嘴铜牙并且才思敏捷……不是忠诚于某一行业而是吧管理当做是自我晋升的手段”。
MBA graduates, says Mintzberg, are "glib and quick-witted… not committed to particular industries but to management as a means of personal advancement".
为了解释这所学校的思想，明茨伯格已经从皮特的书中获得了帮助，他描述了如何不断排练，出席和演出从而创造出良好的结果。
To explain this school of thought Mintzberg has taken help from the Peter's book in which he describes how the constant rehearsal, attendance and performance create good results.
“他们讨论的过程反映了话题对他们的影响，”明茨伯格说，“经理人们通过相互交流从彼此身上学到了更多东西，更重要的是，他们提高了自己的业务能力。”
“They discuss and reflect on how the topic impacts on them,” says Mr Minztberg.“[The managers] learn from each other and, most crucially, develop actions for their workplaces.
1973年，亨利·明茨伯格在其对管理工作的经典研究中，将管理者比作玩杂耍的人：他们保持50个球同时在空中，并在再次将球抛至空中前，定期检查每个球。
In his classic study of managerial work in 1973 Henry Mintzberg compared managers to jugglers: they keep 50 balls in the air and periodically check on each one before sending it aloft once more.
1973年，亨利·明茨伯格在其对管理工作的经典研究中，将管理者比作玩杂耍的人：他们保持50个球同时在空中，并在再次将球抛至空中前，定期检查每个球。
In his classic study of managerial work in 1973 Henry Mintzberg compared managers to jugglers: they keep 50 balls in the air and periodically check on each one before sending it aloft once more.
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