The Management Myth: Why the “Experts” Keep Getting It Wrong
The Management Myth: Why the “Experts” Keep Getting It Incorrect Books
Product Description
A brilliant, not-to-be missed account of the reasons why management thinks the way it does—and why they are flawed.
If CEOS, consultants, top managers, and other financial wizards are so smart, how come they screw up so terribly? Why is there no correlation whatsoever between a business school education and success in business? Why might you be better off studying something as irrelevant as—philosophy?
In The Management Myth, Stewart offers:
- An insightful romp through the entire history of thought about management, with memorable sketches of Frederick Winslow Taylor, Elton Mayo, Peter Drucker, Michael gatekeeper, Tom Peters, and other management celebrities
- A devastating critique of pseudoscience in management theory, from the scientific management movement to the contemporary disciplines of strategy and organizational behavior
- A swashbuckling account of the rise and much-anticipated fall of management consulting, laced with private tales about cryptic PowerPoint presentations; the bait-and-hold techniques that keep clients paying to be told what they already know; and the colorful internal politics at his own ill-fated consulting firm, where rivals for power found imaginative uses for an in-house shrink
- Historical perspective on why so many CEOs make so much more than they deserve
- A clear explanation of why the MBA ordinarily amounts to so much BS
With wit and wisdom, Stewart makes an electrifying case that the questions and insights of management theorists belong not to the sciences but to philosophy, and that, in the final analysis, “a excellent manager is nothing more or less than a excellent and well-educated person.”
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I haven’t even finished reading the book – I’m half way there – but it’s compelling, amusing, and cohesive to the top where I might make a case for this being one, if not, the best book I’ve read this year so far.
Rating: 5 / 5
Matthew Stewart has had an fascinating run and has a tale to tell, but this work suffers from an excessive jumble of non-specifics, followed by detailed yet irrelevant private tales, then historical retellings of older tales, with the occasional tiny valuable nugget of insight and in rank near invisible within most of the text. The premise of this work is valid and even as Stewart can be entertaining at moments, it was far more of a struggle to find value in this text even considering it to be on a topic I strongly judge to be worthwhile.
It is unfortunate, that a theme worthy of discussion is left with this book to champion it.
Oh, and the town of New Harmony bought by Robert Owen is in Indiana, not Illinois (p.134).
Rating: 2 / 5
I fully loved this book. As a guy who worked in the services industry and as a management consultant, I found this a fantastic critical review of management “science” and consulting. I also rode the wave of the Dot-Com era and saw huge fortunes gained and lost on incomprehensible “business plans”.
The author’s rendering of upper management as more concerned about lining their pockets than building a serious company dedicated to its clients–is spot on!
This is a very readable book. It interweaves the consulting/firm building experience of the author and a critical review of management plotting since the 1920’s.
If you work in consulting or have an MBA—I reckon you’d delight in this book!
His final top is that today’s current management/business education is really training. What we need in his view is more educated people capable of critical plotting. I couldn’t agree more!
Rating: 5 / 5
As both an MBA and a consultant, Stewart’s criticism of business education and strategy consulting is right and overdue. If you are a CEO, you may judge consultants with their colored charts, spreadsheets, and specialized jargon are on to something. Stewart’s book will convince you they are not.
Rating: 5 / 5
With forty years of management experience, I was gratified to see someone, finally, addressing the problem. The implications are much broader than Stewart suggests. I can know that some readers will not care for the narrative about Stewart’s private experience, but I reckon the context is vital and it is better to have it then not to have it. Bravo to Stewart in any case. His book is, hopefully, only the beginning of a critically needed discussion.
Rating: 5 / 5