“Managers Not MBAs” was first published in 2004 and has since become a widely read and influential critique of traditional MBA programs and their focus on abstract, theoretical knowledge rather than practical, real-world experience.
The MBA Myth
Mintzberg argues that the traditional MBA program is based on a flawed assumption that management is a science that can be taught through classroom lectures and case studies. He suggests that management is a craft that can only be learned through practical experience and on-the-job learning.
The Strategy Safari
Mintzberg offers a critique of traditional approaches to strategy development, such as the SWOT analysis and the BCG matrix. He suggests that effective strategy development requires a more holistic and flexible approach that takes into account the unique characteristics of each organization and its environment.
The Rise of the Professional Manager
Mintzberg traces the history of management education and the rise of professional manager in the 20th century. He suggests that this trend has contributed to the dehumanization of work and the promotion of a narrow view of management as a science.
Towards a More Balanced Approach
Mintzberg concludes by suggesting that effective management requires a more balanced approach that takes into account the complexity and messiness of the workplace. He encourages managers to develop a broader range of skills and to be mindful of the potential negative consequences of their actions.
The Development of Managers
Mintzberg suggests that effective management development requires a combination of formal education, apprenticeship, and experience. He emphasizes the importance of mentoring and coaching in helping aspiring managers to develop the necessary skills and knowledge.
Managerial Work
Mintzberg offers a detailed description of what managers actually do on a day-to-day basis, highlighting the importance of social and interpersonal skills, as well as the need for flexibility and adaptability in a constantly changing business environment.
Organizations as Communities
Mintzberg encourages managers to view organizations as communities of individuals with shared values and goals, rather than simply as profit-maximizing machines. He suggests that managers need to focus on building relationships and trust within their organizations.
Managerial Mindsets
Mintzberg suggests that effective managers need to develop a range of different mindsets, including analytical, intuitive, and empathetic. He encourages managers to be open-minded and to seek out diverse perspectives in order to make better decisions.
The Shadow Side of Management
Mintzberg acknowledges that management can have negative consequences, such as promoting bureaucracy and stifling creativity. He encourages managers to be mindful of these risks and to work to mitigate them.
Beyond Analytic Rationality
Mintzberg argues that the overemphasis on quantitative and analytical skills in MBA programs can lead to a narrow view of management that ignores the complex and messy realities of the workplace. He suggests that managers need to be comfortable with ambiguity and to rely on intuition and judgment as well as analysis.
