The trouble with "management" education, says author Henry Mintzberg, is that it is business education, and leaves a distorted impression of management. In Managers Not MBAs, he 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.

TABLE OF CONTENTS

Part. 1 Not MBAs
Ch. 1 Wrong people
Ch. 2 Wrong ways
Ch. 3 Wrong consequences I : corruption of the educational process
Ch. 4 Wrong consequences II : corruption of managerial practice
Ch. 5 Wrong consequences III : corruption of established organizations
Ch. 6 Wrong consequences IV : corruption of social institutions
Ch. 7 New MBAs?

Part. 2 Developing managers
Ch. 8 Management development in practice
Ch. 9 Developing management education
Ch. 10 Developing managers I : the IMPM program
Ch. 11 Developing managers II : five mindsets
Ch. 12 Developing managers III : learning on the job
Ch. 13 Developing managers IV : impact of the learning
Ch. 14 Developing managers V : diffusing the innovation
Ch. 15 Developing true schools of management