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Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development [Audiobook] [Englisch] [Audio CD]

Henry Mintzberg , Joe Barrett
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Kurzbeschreibung

13. März 2012
This is a book about management education that is about management. I believe that both are deeply troubled, but neither can be changed without changing the other.
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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Produktinformation

  • Audio CD
  • Verlag: Blackstone Audio Books; Auflage: Unabridged (13. März 2012)
  • Sprache: Englisch
  • ISBN-10: 1609987837
  • ISBN-13: 978-1609987831
  • Größe und/oder Gewicht: 15 x 12,7 x 3,8 cm
  • Durchschnittliche Kundenbewertung: 3.5 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 497.289 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

Mehr über den Autor

Prof. Dr. Henry Mintzberg ist kanadischer Professor für BWL und Management an der McGill Universität Montreal. Er hat mehr als 140 Artikel und 15 Bücher über Management verfasst und wurde häufig mit hohen Ehren bedacht, u.a. trägt er die Ehrendoktorwürden der Universitäten von Venedig, Lausanne, Genf, Paris, Lüttich uvam. Prof. Mintzberg gehört neben Peter Drucker, Tom Peters und Stephen R. Covey mit zu den wichtigsten Managementvordenkern weltweit.

Produktbeschreibungen

Pressestimmen

"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 -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

Synopsis

Both the practice of management and the development of managers are in dire straits these days. In Managers Not MBAs, Henry Mintzberg asserts that conventional MBA programs train the wrong people in the wrong ways with the wrong consequences. They encourage calculating and heroic styles of management that are damaging our organizations and undermining our democratic institutions. Mintzberg takes a hard look at the soft practice of managing and suggests that we do things differently - encourage a more engaging style that brings out the energy that exists naturally within people. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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12 von 12 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Ein wichtiges Buch 22. Juli 2004
Format:Gebundene Ausgabe
Mintzberg ist sicherlich das, was man einen Management-"Guru" nennen koennte. Vor allem aber ist er ein herausragender Management-DENKER. Einer, der in seinen Veroeffentlichungen reflektiert, gruebelt, argumentiert, pointiert kommentiert und uns einfach mitdenken laesst. Seine Strategie-Buecher (Strategie-Safari und The Rise and Fall of Strategic Planning) sind zu Recht Legende. Denn Mintzbergs kontra-intuitive, kompromisslose Denke leistet wichtige Beitraege zu Lehre und Management-Praxis.
Dieses neue Buch von Mintzberg wendet sich nun einer ganz anderen Themenstellung zu: der Management-Ausbildung per MBA, die inzwischen auch ausserhalb der USA und zunehmend im deutschsprachigen Raum Fuss fasst (explizit, aber auch implizit, da ihre Philosophie auch die deutsche Hochschulausbildung beeinflusst). Dieses Buch ist, weil es ganz besonders den MBA amerikanischer Machart aufs Korn nimmt und seine Folgen fuer Management und Fuehrung seziert, zunaechst einmal ein Buch ueber amerikanische Probleme. Zur Mitte des Buches hin widmet er sich aber auch explizit den Problemen internationaler Management-Ausbildung und Praxis und reflektiert u.a. auch sehr gelungen ueber deutsche Eigenheiten.
Auch deutsche Wirtschaftsstudenten, MBAs, Manager und Personaler koennen aus diesem Buch viel lernen. Allein schon, weil Mintzberg zahlreiche, auch im deutschen Sprachraum sogar zunehmend gaengige Paradigmen radikal in Frage stellt.
Zum Stil des Buches: dies ist keine leichte Kost. Es ist ein umfangreiches, nachdenkliches, reichhaltiges und fuer deutsche Leser auch recht eigenartig strukturiertes Buch. Es ist so sorfaeltig recherchiert, dass man von der Vielseitigkeit der Argumentation manchmal ueberwaeltigt wird. Man muss sich also Zeit nehmen fuer diesen provokanten und wertvollen Waelzer.
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2.0 von 5 Sternen How can this be? 12. Juli 2013
Format:Taschenbuch|Verifizierter Kauf
A great author and more than important subject...seems like a recipe for a great book. Alas, after the first few Pages, one gets the distinct Impression, that this is some sort of revenge book: one can almost feel the author's dispair and frustration. Unfortunately, those two ingredients do not make a good book. Though the questions raised (such as, what is the value of MBA programs and how should they be structured?), the does not succeed in giving convincing answers.
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41 von 43 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Developing true schools of management. 23. Februar 2005
Von Bill Godfrey - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
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'.
22 von 24 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Half Critique/Half Advertisement -- But well said 23. Mai 2005
Von John-Paul Morgante - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
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.
39 von 49 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen To MBA or Not To MBA, that is the question. 1. Oktober 2004
Von T SANTOSO - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
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.
14 von 17 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Why so many MBAs are incompetent and dangerous 17. Juni 2004
Von Ein Kunde - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The wet-behind-the-ears MBA who comes in and ruins the company is a stock figure in popular culture, but Mintzberg is the first thinker to put his finger on exactly why so many MBAs are so clueless and destructive. He makes a very convincing case that you simply can't teach management in a classroom. You can teach general business skills, but management is something that has too many intangibles--it's an art more than a science--and is very industry-specific: managing a software company is very different than managing a restaurant chain. But MBAs are taught that they can just apply their little case studies to any situation, and consequently they come in and make boneheaded decision after boneheaded decision, not knowing how the business they're "managing" actually works.
Does that mean management education is simply impossible? No. Mintzberg argues that once someone has displayed an aptitude for management you can definitely develop that ability through management education programs that draw on and build on managers' real-life experiences. He describes how he and some colleagues developed just such a program.
The book is surprisingly entertaining, considering the potentially dry subject matter. The is something Mintzberg undoubtedly feels strongly about. He writes with considerable passion, surprising wit, and his usual exceptional clarity. Highly recommended to anyone who cares about contemporary management.
6 von 7 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Will Real Managers Please Stand Up? 8. August 2005
Von John Clinton - Veröffentlicht auf Amazon.com
Format:Taschenbuch
Mintzberg has performed a great service to those who teach management and seek to facilitate critical thinking about the organizational and societal context of managing rather than a narrow (and often narcissistic) approach. Students will find the book a vehicle for reflection on why they are pursuing a management degree; if they draw from it what Mintzberg seems to intend, they will more clearly see themselves in the classic management role of "working with and through other people" rather than getting to the top as quickly as possible--and at any cost. Management program administrators should welcome the critique of how things are and the examples of how they could be. Mintzberg's insights about the social costs of the links between MBA programs' misguided emphases, students' errantly "heroic" leadership aspirations, and the susceptibility of businesses, nonprofit organizations, and government agencies to a cult of the MBA makes at least portions of this very readable book of interest for the general reader. Those who teach management in alternative programs will likely find the book an inspiration.
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