Managers not MBAs : a hard look at the soft practice of managing and management development

Introduction Part I: Not MBAs Chapter 1: The Wrong People Management as a Practice "Experience" in MBA Admissions Wrong Time? The Applications Charade The Will to Manage versus the Zest for Business Chapter 2: The Wrong Ways A Brief History of Business Education Questioning the Content The Domination of the Business Functions And Whatever Happened to Management? M anagement by Analysis Where Are the Soft Skills? Questioning the Methods Meanwhile, Back at Harvard’s Cases The Case for Cases Learning from Bok Convergence in Business Education Chapter 3: Wrong Consequences I: Corruption of the Educational Process Some Student Reactions to MBA Studies Confidence – Competence = Arrogance The Mindless Marketing of Critical Thinking The Schools’ Own Top Line Chapter 4: Wrong Consequences II: Corruption of Managerial Practice First: The Leap to the "Real" World Next: The End Run around Managing Result: The Bottom Line for the MBA—Performance at the Top Chapter 5: Wrong Consequences III: Corruption of Established Organizations Chapter 6: Wreong Consequences IV: Corruption of Our Social Insitutions Chapter 7: New MBA? Part II: Developing Managers Chapter 8: Management Development Chapter 9: Developing Management Education