In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both. “The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.” Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.

The authors lay out a plan to tap into the full power of employee ideas and how to deal with them effectively during times of flagging profits, increasing competition, budget cuts, and layoffs.

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both. “The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.” Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.

Transforming Organizations provides in-depth case studies of outstanding government executives who dramatically changed both the performance and management of their organizations. The book includes case studies of Dan Goldin of the National Aeronautics and Space Administration, Ken Kizer of the Veterans Health Administration, James Lee Witt of the Federal Emergency Management Agency, and four high-ranking government officials who changed procurement in the Department of Defense. In addition, the book includes interviews with NASA Administrator Goldin and FEMA's Director Witt. The volume also includes an essay by Ken Kizer on his experience transforming the Veterans Health Administration. From these case studies, Mark A. Abramson and Paul R. Lawrence develop eight lessons that all executives can learn from in transforming their organization: select the right person, involve key players, engage employees, and persevere.