MANAGERS NOT MBAS HENRY MINTZBERG PDF

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and. Editorial Reviews. From Publishers Weekly. Two decades ago, Mintzberg, a professor at McGill Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development – Kindle edition by Henry Mintzberg. In this getAbstract summary, you will learn: What is wrong with master of business administration schools, programs and graduates;; Why many of the worst.

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Book Description In his new book, Henry Mintzberg offers a sweeping critique of how managers are educated and how management, as a result, is practiced, and makes thoughtful-and controversial-recommendations for reforming both. 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.

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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 npt of applying formulas to situations, which muntzberg 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: Finally, he outlines how business schools can transform themselves to become true schools of management. Managers Not MBAs presents the kind of bold, iconoclastic thinking readers have come to expect from the man Fast Company magazine called “one of the most original minds in management.

Not MBAs Chapter 1: Wrong People Chapter 2: Wrong Ways Chapter 3: Corruption of the Educational Process Chapter 4: Corruption of Managerial Practice Chapter 5: Corruption of Established Organizations Chapter 6: Corruption of Social Institutions Chapter 7: Developing Managers Chapter 8: Management Development in Practice Chapter 9: Developing Management Education Chapter Five Mindsets Chapter Mintzbert on the Job Chapter Impact of the Learning Chapter Diffusing the Innovation Henrt