By Crainer Stuart Dearlove Des

ISBN-10: 1900961687

ISBN-13: 9781900961684

Stuart Crainer and Des Dearlove dig deep into the highly profitable yet nonetheless mysterious global of commercial colleges and ask no matter if the desires they motivate and careers they release justify the hundreds of thousands of money businesses and participants spend. to color a whole photograph of a marketplace which in 20 years has multiplied from being a backwater of academia to a glamorous international woth billions of bucks the authors have assempled many hours of interviews with the folks who run, use, paintings for and despise company faculties. Authors Crainer and Dearlove reveal that company faculties as they stand are fatally mistaken. except they focus on it and quickly the associations that rode the schooling bandwagon so successfully within the overdue 20th century may be shunted right into a siding first and foremost of the twenty-first.

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Indeed, their blind faith in solutions continues. It is just that the solutions are different. They are no longer the grand analytical panoramas and neat models created by strategists. Instead, business schools have embraced the quick fixes dreamed up by management gurus. The entire management guru industry is based around the belief that there is a Holy Grail of management, a solution, a cure, a potion, a quick fix that will work. Managerial effectiveness may or may not have improved but the managerial capacity for wishful thinking has certainly been enhanced in the business school era.

Suddenly they find themselves in the boardroom and have to understand and take on completely different roles. They have to adapt their behavior in new contexts. ”18 This breed of rational manager thrives on a diet of case studies. The premise of case studies is that there is a rational solution. This encourages the development of a blind faith in solutions and answers. Historically, business school students were presented with problems and expected to come up with clinically correct solutions. From a teaching point of view, the advantage of solutions is, of course, that they can easily be marked and ranked.

Strategic planning was rational management in extremis. Such was the confidence — soon to be recognized as arrogance — of the in-house analysts at that time that some companies had planning departments working on detailed strategic plans for up to 10 years ahead. As strategic planning departments mushroomed in the 1970s, so they became more and more disconnected from the reality of what was happening at the sharp-end of the business. Strategy became a purely cerebral activity, a triumph of rationality over reality.

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Gravy Training: Inside the Shadowy World of Business Schools by Crainer Stuart Dearlove Des


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