Henry Mintzberg Managers not MBAs A Hard Look at the Soft Practice of Managing and Management Development Berrett Koehler Publishers 2005

The author of this text believes that business education leaves a distorted view of management. This book explains how to cultivate managers who are balanced, dedicated and engaging, and how they can transform the business world and, ultimately, society. Table of Contents BackCover Managers Not MBAs--A Hard Look at the Soft Practice of Managing and Management Development Preface Introduction Part I: Not MBAs Chapter 1: 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: Wrong Ways A Brief History of Business Education Questioning the Content Questioning the Methods Meanwhile, Back at Harvard's Cases Convergence in Business Education Chapter 3: Wrong Consequences I Corruption of the Educational Process Chapter 4: Wrong Consequences II--Corruption of Managerial Practice First: The Leap to the " Real " World Next: The End Run around Managing Consequently: Managing Out of Balance Result: The Bottom Line for the MBA--Performance at the Top Chapter 5: Wrong Consequences III--Corruption of Established Organizations Chapter 6: Wrong Consequences IV--Corruption of Social Institutions Chapter 7: New MBAs? Part II: Developing Managers Chapter 8: Management Development in Practice " Sink or Swim " Moving, Mentoring, and Monitoring The MD Buffet Table Learning in Action Corporate Academies Japanese versus American Practice Developing Managers beyond the Categories Chapter 9: Developing Management Education Chapter 10: Developing Managers I--The IMPM Program Chapter 11: Developing Managers II--Five Mindsets Module I: Managing Self-- The Reflective Mindset Module II: Managing Organizations-- The Analytical Mindset Module III: Managing Context-- The Worldly Mindset Module IV: Managing Relationships--The Collaborative Mindset Module V: Managing Change-- The Action Mindset Chapter 12: Developing Managers III--Learning on the Job Chapter 13: Developing Managers IV--Impact of the Learning Overview Chapter 14: Developing Managers V--Diffusing the Innovation Chapter 15: Developing True Schools of Management The Privilege of Scholarship The M's, the B's, and the A's The Role of Research Reorganizing the M/B School Bibliography Index Index_B Index_C Index_D Index_E Index_F Index_G Index_H Index_I Index_J Index_K Index_L Index_M Index_N Index_O Index_P Index_Q Index_R Index_S Index_T Index_U Index_V Index_W Index_X Index_Y Index_Z List of Figures List of Tables List of Sidebars "Mintzberg asserts that conventional MBA classrooms overemphasize the science of management while ignoring its art and denigrating its craft, leaving a distorted impression of its practice. We need to get back to a more engaging style of management, to build stronger organizations, not bloated share prices. This calls for another approach to management education, whereby practicing managers learn from their own experience. We need to build the art and the craft back into management education, and into management itself." "Mintzberg examines what is wrong with our current system. Conventional MBA programs are mostly for young people with little or no experience. These are the wrong people. Programs to train them emphasize analysis and technique. These are the wrong ways. They leave graduates with the false impression that they have been trained as managers, which has had a corrupting effect on the practice of management as well as on our organizations and societies. These are the wrong consequences." "Mintzberg describes a very different approach to management education, which encourages practicing managers to learn from their own experience. No one can create a manager in a classroom. But existing managers can significantly improve their practice in a thoughtful classroom that makes use of that experience."--BOOK JACKET. The trouble with "management" education, says author Henry Mintzberg, is that it is business education, and leaves a distorted impression of management. In Managers Not MBAs, he offers a new definition of management as a blend of craft (experience), art (insight), and science (analysis). An education that overemphasizes science encourages a style of managing the author calls "calculating," or if the graduates believe themselves to be artists, the related style "heroic." According to the book, neither heroes nor technocrats in positions of influence are useful - what's really needed are balanced, dedicated people who practice a style that can be called "engaging." Such people believe their purpose is to leave behind stronger organizations, not just higher share prices. Managers Not MBAs explains in detail how to cultivate such managers, and how they can transform the business world and, ultimately, society