Managers Not MBAs

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PART TWODeveloping Managers

IN THE SECOND part of this book, picking up on the ending of the first, we change focus, from conventional educational programs concerned with specialized skills to developmental activities to improve the practice of managing. We also change tone, from critical to constructive: from the problems of what are to the opportunities for what can be.

Part II contains eight chapters. Chapter 8 reviews management development practice, within and without the managers’ own organizations. There is a richness here that begs to be married with management education. Chapter 9 suggests how this marriage might take place, in principle, while Chapters 10 through 14 show how it has taken place in practice, in a family of programs ...