Henry Mintzberg believes that both management and management education are deeply troubled, but that neither can be changed without changing the other. 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 mangers 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.
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We rate each piece of content on a scale of 1—10 with regard to these two core criteria. Our rating helps you sort the titles on your reading list from adequate 5 to brilliant For instance, it may be offer decent advice in some areas but be repetitive or unremarkable in others.
Often an instant classic and must-read for everyone. While the rating tells you how good a book is according to our two core criteria, it says nothing about its particular defining features. Innovative — You can expect some truly fresh ideas and insights on brand-new products or trends. We look at every kind of content that may matter to our audience: books, but also articles, reports, videos and podcasts. What we say here about books applies to all formats we cover. Qualities Applicable Recommendation Arrogant, greedy, impatient, inexperienced, out of touch with the real world, overpaid, overeducated and overseeing you - does that sound like an apt description of MBAs?
Author Henry Mintzberg would answer with a stentorian "yes! They have pretended that the bright young things they send into a hungry market as MBAs are, in fact, trained professional managers with a rare grasp of management science.
Management, says Mintzberg, is not a science, nor is it a profession. It is not something someone can learn to do in a business school. It is something one only learns by doing, and no one in a business school does any doing. After delivering what ought to be a fatal blow to the pretensions of MBAs and those who educate them, the author proposes a proven alternative.
He is not so naive as to believe that the facts he provides will change the world. Powerful economic interests now have a real stake in the status quo. But he hopes for change and provides plenty of ammunition.
Managers Not MBAs
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.
Managers not MBAs
Rethinking the MBA
Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development