【能力素质】实践型经理人的培养.pdfVIP

The Education of Practicing Managers by Henry Mintzberg and Jonathan Gosling Most serious management education takes place in MBA programs, which are remarkably standardized in content–across schools and around the world. Yet the MBA is more B than A: it is about the functions of business, more than the practice of managing. In the name of developing general managers, therefore, it tends to train staff specialists. No wonder so many of its graduates–often over 60% from the most prestigious American schools–have for many years gone into consulting and investment banking. Education at every level divides subject matter into sharp categories, defined by how the knowledge has been created, not how it is used. Specialists each promote their own view of the world. In MBA programs, students get the word on shareholder valuein finance, on empowerment in organizational behavior, on customer service in marketing. Somehow they are supposed to put this all together. They never do. That is because management is not a discipline, nor a science, nor a profession. Management is a practice it has to be appreciated through experience, in context. Management may use science, but it is an art, which it combines with science through craft. In other words, managers have to face issues in the full complexity of living, not as compartmentalized packages of life. Knowledge may be important, but wisdomthe capacity to combine knowledge and use it judiciously is key. This is not to deny the role of formal education in management development. Business schools have important things to teach about managing. But because they teach in ways they generally do–they miss out on great opportunities for creative learn