Tài liệu Managers Not MBAs- a Hard Look at the Soft Practice of Managing and Management Development

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.

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.

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.

[TABLE]
[TR=class: b24-toctitle]
[TD=colspan: 4]Table of Contents
[/TD]
[/TR]
[TR]
[/TR]
[TR]
[/TR]
[TR]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc0, width: 99%, colspan: 3]Part I - Not MBAs[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 1[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong People[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 2[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong Ways[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 3[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong Consequences I Corruption of the Educational Process[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 4[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong Consequences II—Corruption of Managerial Practice[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 5[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong Consequences III—Corruption of Established Organizations[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 6[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Wrong Consequences IV—Corruption of Social Institutions[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 7[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]New MBAs?[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc0, width: 99%, colspan: 3]Part II - Developing Managers[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 8[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Management Development in Practice[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 9[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Management Education[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 10[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Managers I—The IMPM Program[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 11[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Managers II—Five Mindsets[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 12[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Managers III—Learning on the Job[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 13[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Managers IV—Impact of the Learning[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 14[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing Managers V—Diffusing the Innovation[/TD]
[/TR]
[TR]
[TD=width: 1%][/TD]
[TD=class: b24-toc1, width: 1%]Chapter 15[/TD]
[TD=width: 1%, align: center]-[/TD]
[TD=width: 97%]Developing True Schools of Management[/TD]
[/TR]
[/TABLE]