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Published by Soundview Executive Book Summaries, P.O. Box 1053, Concordville, Pennsylvania 19331 USA
© 2004 Soundview Executive Book Summaries • All rights reserved. Reproduction in whole or part is prohibited.

A Hard Look at the Soft Practice of Managing and
Management Development

MANAGERS
NOT MBAs
THE SUMMARY IN BRIEF

Every decade almost 1 million MBAs graduate into the economy. After two
years of classes they expect to manage people who have many times the amount
of knowledge gained through intensive personal experience. Those without the
credentials are increasingly relegated to the “slow track” and subjected to the
leadership of those who do not have the legitimacy to lead. The MBA was first
introduced in 1908 and went through its last serious overhaul in the late 1950s. It
is time for a change. The current system ensures that the wrong people will get
educated in the wrong way with the wrong consequences. There is a better way.
Professor Henry Mintzberg has designed a program, the International Masters in
Practicing Management, that addresses many of the problems associated with
traditional programs that profess to develop managers, but instead produce ana-
lysts ready to apply one-size-fits-all techniques no matter the context. By integrat-
ing reflective, analytical, worldly, collaborative, and action mindsets, this philoso-
phy will not only improve managers, but also their organizations and society.

Concentrated Knowledge™ for the Busy Executive • www.summary.com Vol. 26, No. 12 (2 parts) Part 1, December 2004 • Order # 26-29

CONTENTS
Wrong People
Page 2

Business or Management?
Page 2

Wrong Training
Pages 2, 3

Impressions Left
By MBA Education
Page 3

Wrong Consequences
Pages 3, 4, 5

The Soft Underbelly
Of Hard Data
Page 4

Masters of British Airways
Page 5

New MBAs?
Pages 5, 6

Developing Managers
Pages 6, 7

New Ways for Developing
Managers
Pages 7, 8

Developing True Schools
Of Management
Page 8

By Henry Mintzberg

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What You’ll Learn In This Summary
✓ What is wrong with today’s management education.
✓ What kinds of people make good managers and why they are not in

business schools.
✓ How art, science and craft are all components of management, but busi-

ness schools focus mostly on science.
✓ Whether MBAs are ready to perform in the boardroom once they make

it in the door of an organization.
✓ How graduate business schools are corrupting education, managerial

processes, existing organizations, and even social institutions.

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