Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management DevelopmentIn his new book, Henry Mintzberg offers a sweeping critique of how managers are educated and how management, as a result, is practiced, and makes thoughtful-and controversial-recommendations for reforming both. Management, Mintzberg writes, is a practice that blends a great deal of craft (experience) with a certain amount of art (insight) and some science (analysis). Because conventional MBA programs are designed almost exclusively for young people with little if any managerial experience, and hence little art and no craft to draw upon, the programs overemphasize science, in the form of analysis and technique. Graduates leave with a distorted impression that management consists entirely of applying formulas to situations, which has had a corrupting, dehumanizing effect not just on the practice of management, but also on our organizations and our social institutions. Turning to how managers should be developed, Mintzberg describes in detail a set of innovative programs designed to address these shortcomings that he and a group of colleagues have put into practice: the International Masters in Practicing Management (IMPM). Finally, he outlines how business schools can transform themselves to become true schools of management. Managers Not MBAs presents the kind of bold, iconoclastic thinking readers have come to expect from the man Fast Company magazine called "one of the most original minds in management." |
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Managers Not MBAs: A Hard Look at the Soft Practice of Managing and ... Henry Mintzberg Limited preview - 2005 |
Managers Not MBAs: A Hard Look at the Soft Practice of Managing and ... Henry Mintzberg Limited preview - 2005 |
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AACSB academic accompanying box Action Learning agement American analysis analytical asked become behavior better brochure business education Business Week called Chapter chief executive classroom colleagues concepts consulting context corporate course Cycle dean decisions degree described discussed economic example experience faculty finance Fujitsu functions global graduates grandes écoles Harvard Business Review Harvard Business School ideas impact IMPM industry innovation Insead issues Jack Welch Karl Weick Kunal Basu label Lancaster University leaders leadership London Business School look Lufthansa management development management education Managerial Exchanges marketing MBA education MBA programs MBA students McGill ment mindset Mintzberg module Motorola ness organizational organizations participants percent perhaps practice of managing practicing managers problem professor Reflection Paper Revans share skills social strategy teaching technique theory things tion University Wharton words wrote