Product Description

Thirty years ago, Mintzberg’s bestseller The Nature of Managerial Work sought to dispel the myths of the disconnected, overly analytical manager by observing a week in the lives of five chief executives. In a sense, Managers Not MBAs is the sequel, delving as it does into current practice and the need for developing much better managers. The book examines what is wrong with both management education and management itself, and how both could be changed. Mintzberg explores the concept of management as a practice blending craft (experience) with art (insight) and some science (analysis). Conventional education in this realm, he says, encourages a "calculating" approach by overemphasizing the science, and a "heroic" approach by overstressing the art. Mintzberg argues instead for training balanced, dedicated managers who practice an "engaging" style, believing that their purpose is to leave behind stronger organizations, not just higher share prices.

Product Details

• Amazon Sales Rank: #353793 in Books
• Published on: 2005-08-01
• Original language: German
• Number of items: 1
• Binding: Paperback
• 464 pages

Features

• ISBN13: 9781576753514
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
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From Publishers Weekly
Two decades ago, Mintzberg, a professor at McGill University who was then teaching MBAs at MIT, discovered a profound "disconnect between the practice of management... and what went on in classrooms." Since that time, he has dedicated himself to the problems of management and management education, both of which he believes are "deeply troubled," and the latter of which has become the wrong that he, with help from colleagues around the world, must right. Using words like "arrogance," "mindless" and "exploitation," Mintzberg outlines just what is wrong with MBAs (the people and the degrees) and why the degree he's developed is rooted in the real world and, as such, is far more relevant and valuable to students, companies and the business world at large. Strong economies are based on good management, not on good business schools, Mintzberg believes, and because the top companies employ the top MBAs and the top MBAs (not to mention the mediocre and bottom-level degree-holders) are, or so he says, the products of an out-of-touch and unrealistic graduate program, then the effects of this miseducation can be felt far beyond the classroom walls. Mintzberg's argument is clearly researched and set forth in a progressively logical and even convincing way. Managers and manager wannabes will be intrigued and can certainly learn a thing or two as long as they, as Mintzberg himself urges in his teachings, consider the source of the education.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist
"Conventional MBA programs train the wrong people in the wrong ways with the wrong consequences," states this academic and author, who here examines and proposes drastic change in our traditional form of management education. He believes MBA programs are schools of business that pretend to develop managers, and he addresses such issues as what can be done to develop managers in a serious educational process, offering a critique of MBA programs and an analysis of the practice of management itself. Mintzberg's recommendations include program changes, as well as his observations on faculty tenure, prima donnas, and entrenched thinking. He believes MBA programs have failed to develop better managers who should be improving their organizations and thereby creating a better society. This book offers an important perspective for the global MBA community, which serves its students, business, and society in general. Although some may disagree with the author's views, at the very least his insight should^B foster discussion and lead to action, as appropriate. Mary Whaley
Copyright © American Library Association. All rights reserved

Review
"Managers Not MBAs adds an extra spark to the debate." The Guardian, February 2005 "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, Management Editor, Financial Times "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 "In this provocative work [Mintzberg] challenges the very basics of business education." Business Week "... a powerful statement and a terrific read. Mintzberg is a fine writer with a caustic turn of phrase and to make his case he draws on inside knowledge, both as a member of the academy ... and a distinguished strategy researcher in his own right." The Observer "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 "In Managers Not MBAs, Mintzberg 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." Institute of Management Studies, Book of the Month, June "When it comes to management, Mintzberg's opinion matters: for thirty years he has been one of the foremost, and certainly one of the most radical, thinkers and writers on the subject." People Management, August 2004 "One of the world's most respected management gurus finally squares up to demolish one of the most sacred cows of business education ! This book should make a lasting contribution to the evolution of management education." Director, June 2004

Customer Reviews

Developing true schools of management.
Mintzberg has a formidable reputation as an educator and writer on management. Unlike Drucker who is a pillar of the managerial establishment, Mintzberg is an iconoclast, turning a very sceptical pen on many of the most cherished tenets of management belief.

He chooses his targets carefully. His attacks are devastating in their accuracy and detail, but he always spends more time constructing the new than destroying the old. His solutions are notable for their common sense and the fact that they are grounded in experience of the real world, rather than in fashionable theory. Because his targets are ones that are dear to the establishment heart (what could be closer than the value of strategic planning and of the MBA as a qualification for high business office?) his books tend to be blockbusters, bringing together a formidable amount of evidence for his case from many sources. However, the central ideas are relatively simple and are expressed in colloquial and engaging terms, with more than a touch of humour.

His last major target was strategic planning, in his 1994 The Rise and Fall of Strategic Planning. This time his target is the practice of management itself and the, in his view, malign influence of management education in the form of the dominant MBA degree on managerial practice, business organizations and wider society.

Management education and the role of the MBA have been in Mintzberg's sights for a long time. For example, his 1989 Mintzberg on Management contains a major section, which could be seen as a precursor to the present book, while his career has been deeply concerned with the education of managers in the widest sense, rather than simply with teaching the MBA.

The book has two main audiences, those in educational institutions concerned with management education and those in business concerned with the selection and development of manager. There is also a third potential audience of those who are interested in their own development as managers. Each will find the book very useful, but the second and third audiences are likely to want to skip much of the detail.

In terms of the impact of the book, my only question is whether Mintzberg has not left the publication a bit late. While it is clear that the evils that he describes are widely present, there is also increasing evidence that the alternative approaches to management education that he advocates are being put into place more widely. This is true at least in many large corporations, even if it is less evident in the major business schools. However, even if the book might have had more impact if it had been published a few years ago, the careful analysis, detailed prescriptions - and even the somewhat dramatic presentation of these findings - ensure that the book will attract the notice that it deserves. It is to be hoped that it also stimulates further action.

The book is in two parts. Part One explores the requirements for effective practical management (including general management) and discusses the current focus of business education. An essential preliminary is to distinguish management education (provided by educational institutions) from management development (which is derived from a whole range of processes in which practical experience in specific contexts plays a crucial role). Throughout the book, there is careful definition and differentiation of terms to ensure that business is not confused with management or education with development.

Part Two is concerned with developing managers in practice, and compares various approaches to this end, their advantages and weaknesses. From this it seeks to identify a way - or rather the principles underlying a series of compatible ways - forward.

The key to his argument is found in a chart which distinguishes three 'zones' of management development and education:

* the educating zone, the key domain of Business Schools;
* the training zone, in which consultants and institutes figure prominently; and
* the practising zone, largely filled by corporations and the in-house academies.

The issue is how to combine these three perspectives on development most effectively and productively. After two initial chapters which discusses the principles, including 8 propositions for management education, there are five chapters which are in effect an extended case study of the program with which the author is closely concerned, the International Masters in Practicing Management. The book ends with a chapter on developing true schools of management - a title designed to distinguish these from the familiar 'business schools'.

To MBA or Not To MBA, that is the question.
In short, Henry Mintzberg is critisizing the MBA education, which has a lot of truth inside. I am an entrepreneur strating up several small businesses and have been doing it for 17 years, and recently got my MBA education. This book is interesting and amusing. But here is my 2c: I honestly think MBA teaches a lot of great materials and is very useful in a lot of situation. We learn about the fundamentals of business in general way and not being "specialized" (that is what Phd for). After learning the basic fundamentals you start to see the business world in a more elevated way, most of my classmates think that they see the whole business with a much fesher perspective. Now, there is also a dangerous side of being an MBA, that we started to think we can solve all problems and get the best solution without deep understanding of the deeper side of the business. And a lot of people becoming more arogant ;-), demanding more salary, etc etc. MBA is also a great place for "switching points", moving from a specialized area to go to management. Tacit knowledge can not be taught in any type of education without real life experience, but i think MBA is the best next option to groom a "general manager" type of leader.
That said, i still enjoy deeply the book, henry has taught MBA for 15 years, so he know what he talked about. He wrote the great book "Rise and fall of Strategic Planning". He is always thought provoking and relentless in persuit of what he think is best for management. If you want to get an MBA education, read this book to balance your opinions. If you are an MBA, this one is a good book to reflect the right way you should approach doing business. I like this book very much and recommend anyone connected with MBA (hiring an MBA, wanting to get an MBA, etc) read this book and will immensly benefit from this.

Half Critique/Half Advertisement -- But well said
Mintzberg's reputation in the OD and Strategy world is stellar. His views are often debated but never rejected out-of-hand. He is always salient and grounded. This offering is no exception.

The first half of the book is a well-reasoned critique of the traditional MBA - and the schools that have offered them. His analysis of the dire consequences that has been wrought by the MBA may be a bit overblown but you cannot deny his logic and his reasoning and must, at least, take a careful look at the possible damages that an MBA (without requisite management skills) can do.

The second half of the book is where I was sadly disappointed. It is written as a means to offer a possible solution to the mess mad by traditional MBA's but it reads more like a 200 page advertisement for the IMPM program that he and other colleagues have been offering for the last few years. It is unfortunate that he appears to be offering a "prescription" (a concept he blasts in this very book) instead of offering his views for dialogue. This second half would have best been presented in academic journals for debate rather than in book form.