"Managers Not MBAs throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, who wants one, or just wanders what all the fuss is about."
The Economist
"Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it." Michael Skapinker, Managment Editor, Financial Times
Fast Company called Henry Mintzberg "one of the most original minds in management."
The Financial Times website ranked him the 7th top management thinker in the world.
Tom Peters named his book The Rise and Fall of Strategic Planning "my favorite management book in the last 25 years no contest."
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
"The MBA trains the wrong people in the wrong ways with the wrong consequences." Mintzberg writes. "Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham."
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
"This book offers profound thoughts on management education and development. It should be recommended reading for MBA students and faculties. It will excite and exasperate readers, but it will never bore them." Management Today
"Henry Mintzberg is that rare thing, a humane business school academic. For three decades he has been debunking some of the most corrosive myths about management, and doing so in a style that is both sophisticated and uplifting.
This important book fundamentally challenges many of today's orthodoxies about how businesses should be run. He might just be able to save us all from ourselves." Accounting & Business Magazine
Product Description
Managers Not MBAs throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, who wants one, or just wanders what all the fuss is about.
The Economist
Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it. Michael Skapinker, Managment Editor, Financial Times
Fast Company called Henry Mintzberg one of the most original minds in management.
The Financial Times website ranked him the 7th top management thinker in the world.
Tom Peters named his book The Rise and Fall of Strategic Planning my favorite management book in the last 25 years. no contest.
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
The MBA trains the wrong people in the wrong ways with the wrong consequences. Mintzberg writes. Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
This book offers profound thoughts on management education and development. It should be recommended reading for MBA students and faculties. It will excite and exasperate readers, but it will never bore them. Management Today
Henry Mintzberg is that rare thing, a humane business school academic. For three decades he has been debunking some of the most corrosive myths about management, and doing so in a style that is both sophisticated and uplifting.
This important book fundamentally challenges many of today's orthodoxies about how businesses should be run. He might just be able to save us all from ourselves. Accounting & Business Magazine
Features + Benefits
Mintzberg's first major new work for years.
The book every manager with an MBA should read.
The book every manager without an MBA wants to read.
Provocative and agenda setting.
Backcover
A Hard Look at the Soft Practice of Managing and Management Development
Fast Company called Henry Mintzberg "one of the most original minds in management."
Tom Peters named his book The Rise and Fall of Strategic Planning my favorite management book in the last 25 years. no contest."
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
"The MBA trains the wrong people in the wrong ways with the wrong consequences" Mintzberg writes. "Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham."
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it.
- Michael Skapinker, Managment Editor, Financial Times
Introduction
Part I: Not MBAs
Chapter 1: The Wrong People
Management as a Practice
Experience in MBA Admissions
Wrong Time?
The Applications Charade
The Will to Manage versus the Zest for Business
Chapter 2: The Wrong Ways
A Brief History of Business Education
Questioning the Content
The Domination of the Business Functions
And Whatever Happened to Management ?
M
anagement by Analysis
Where Are the Soft Skills?
Questioning the Methods
Meanwhile, Back at Harvard 's Cases
The Case for Cases
Learning from Bok
Convergence in Business Education
Chapter 3: Wrong Consequences I: Corruption of the Educational Process
Some Student Reactions
to MBA Studies
Confidence - Competence = Arrogance
The Mindless Marketing of Critical Thinking
The Schools' Own Top Line
Chapter 4: Wrong Consequences II: Corruption of Managerial Practice
First: The Leap to the Real World
Next: The End Run around Managing
Result: The Bottom Line for the MBA-Performance at the Top
Chapter 5: Wrong Consequences III: Corruption of Established Organizations
Chapter 6: Wreong Consequences IV: Corruption of Our Social Insitutions
Chapter 7: New MBA?
Part II: Developing Managers
Chapter 8: Management Development
Chapter 9: Developing Management Education
Management Guru Henry Mintzberg on why MBA degrees do not produce good managers, and how to do it better. What should you really be learning? The culmination of his thinking on this theme over his distinguished career, Managers not MBAs is Mintzberg at his provocative, engaging, and brilliant best.
The Economist
"Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it." Michael Skapinker, Managment Editor, Financial Times
Fast Company called Henry Mintzberg "one of the most original minds in management."
The Financial Times website ranked him the 7th top management thinker in the world.
Tom Peters named his book The Rise and Fall of Strategic Planning "my favorite management book in the last 25 years no contest."
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
"The MBA trains the wrong people in the wrong ways with the wrong consequences." Mintzberg writes. "Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham."
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
"This book offers profound thoughts on management education and development. It should be recommended reading for MBA students and faculties. It will excite and exasperate readers, but it will never bore them." Management Today
"Henry Mintzberg is that rare thing, a humane business school academic. For three decades he has been debunking some of the most corrosive myths about management, and doing so in a style that is both sophisticated and uplifting.
This important book fundamentally challenges many of today's orthodoxies about how businesses should be run. He might just be able to save us all from ourselves." Accounting & Business Magazine
Product Description
Managers Not MBAs throws a stone into the often complacent world of management education. It should be required reading for anyone who has the qualification, who wants one, or just wanders what all the fuss is about.
The Economist
Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it. Michael Skapinker, Managment Editor, Financial Times
Fast Company called Henry Mintzberg one of the most original minds in management.
The Financial Times website ranked him the 7th top management thinker in the world.
Tom Peters named his book The Rise and Fall of Strategic Planning my favorite management book in the last 25 years. no contest.
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
The MBA trains the wrong people in the wrong ways with the wrong consequences. Mintzberg writes. Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
This book offers profound thoughts on management education and development. It should be recommended reading for MBA students and faculties. It will excite and exasperate readers, but it will never bore them. Management Today
Henry Mintzberg is that rare thing, a humane business school academic. For three decades he has been debunking some of the most corrosive myths about management, and doing so in a style that is both sophisticated and uplifting.
This important book fundamentally challenges many of today's orthodoxies about how businesses should be run. He might just be able to save us all from ourselves. Accounting & Business Magazine
Features + Benefits
Mintzberg's first major new work for years.
The book every manager with an MBA should read.
The book every manager without an MBA wants to read.
Provocative and agenda setting.
Backcover
A Hard Look at the Soft Practice of Managing and Management Development
Fast Company called Henry Mintzberg "one of the most original minds in management."
Tom Peters named his book The Rise and Fall of Strategic Planning my favorite management book in the last 25 years. no contest."
Now, in this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.
"The MBA trains the wrong people in the wrong ways with the wrong consequences" Mintzberg writes. "Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham."
Because conventional MBA programs are designed for people without managerial experience, they overemphasize analysis and denigrate experience. That leaves a distorted impression of management, which has had a corrupting influence on its practice.
Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience.
Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.
Managers not MBAs goes beyond polemic. The book is also a rousing manifesto for the thoroughgoing reform of management education and how we think about it.
- Michael Skapinker, Managment Editor, Financial Times
Introduction
Part I: Not MBAs
Chapter 1: The Wrong People
Management as a Practice
Experience in MBA Admissions
Wrong Time?
The Applications Charade
The Will to Manage versus the Zest for Business
Chapter 2: The Wrong Ways
A Brief History of Business Education
Questioning the Content
The Domination of the Business Functions
And Whatever Happened to Management ?
M
anagement by Analysis
Where Are the Soft Skills?
Questioning the Methods
Meanwhile, Back at Harvard 's Cases
The Case for Cases
Learning from Bok
Convergence in Business Education
Chapter 3: Wrong Consequences I: Corruption of the Educational Process
Some Student Reactions
to MBA Studies
Confidence - Competence = Arrogance
The Mindless Marketing of Critical Thinking
The Schools' Own Top Line
Chapter 4: Wrong Consequences II: Corruption of Managerial Practice
First: The Leap to the Real World
Next: The End Run around Managing
Result: The Bottom Line for the MBA-Performance at the Top
Chapter 5: Wrong Consequences III: Corruption of Established Organizations
Chapter 6: Wreong Consequences IV: Corruption of Our Social Insitutions
Chapter 7: New MBA?
Part II: Developing Managers
Chapter 8: Management Development
Chapter 9: Developing Management Education
Management Guru Henry Mintzberg on why MBA degrees do not produce good managers, and how to do it better. What should you really be learning? The culmination of his thinking on this theme over his distinguished career, Managers not MBAs is Mintzberg at his provocative, engaging, and brilliant best.