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    Summary: The Management Myth: Review and Analysis of Stewart's Book
    Summary: The Management Myth: Review and Analysis of Stewart's Book
    Summary: The Management Myth: Review and Analysis of Stewart's Book
    Ebook46 pages27 minutes

    Summary: The Management Myth: Review and Analysis of Stewart's Book

    By BusinessNews Publishing

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    The must-read summary of Matthew Stewart's book: "The Management Myth: Why the Experts Keep Getting It Wrong".

    This complete summary of the ideas from Matthew Stewart's book "The Management Myth" shows how many believe that business management is a body of discrete and specialised technical expertise which is a formal academic discipline. However, this is an illusion which has been created by self-proclaimed business gurus, business book authors and the business school industry. In his book, the author reveals the truth about business management and claims that “a good manager is nothing more or less than a good and well educated person”.

    Added-value of this summary:
    • Save time
    • Understand key concepts
    • Expand your management skills

    To learn more, read "The Management Myth" and discover the true key to good management.
    LanguageEnglish
    PublisherBusiness Book Summaries
    Release dateOct 14, 2014
    ISBN9782511018453
    Summary: The Management Myth: Review and Analysis of Stewart's Book

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      Book preview

      Summary - BusinessNews Publishing

      Book Presentation:

      The Management Myth by Matthew Stewart1

      Book Abstract

      Summary of The Management Myth (Matthew Stewart)22

      1. Management consulting

      2. MBA – Master of Business Administration

      3. Management gurus

      4. CEOs

      Book Abstract

      MAIN IDEA

      The management myth is that business management is a body of discrete and specialized technical expertise which is a formal academic discipline. This is an illusion which has been created by self-proclaimed business gurus, business book authors and the business school industry. Management is at best a pseudoscience, the latest iteration of the long held American tradition of trying to offer technological solutions to far-reaching political and moral problems.

      Matthew Stewart came to the management consulting industry as a complete outsider. He had a doctorate in philosophy rather than an MBA. Regardless, Matthew worked for ten years first as a management consultant and then as a founding partner of a new consulting firm. He analyzed business training and the business schools who award 140,000 MBAs every year and concluded:

      The main function of a business school is bring together the best people for consulting firms to recruit from.

      Business schools are a good signaling advice – a way for students to show prospective employers they are serious.

      An MBA from a prestigious business school is a good status symbol but is of no practical worth.

      Business schools help people learn the language of business – which is helpful but not essential.

      By attending a business school, students establish a good network of others they can call on in the future.

      "What makes for a good manager? If we put all our heads together, the great management thinkers at the end of the day give us the same simple, and true answer. A good manager is someone with a facility for analysis and an even greater talent for synthesis; someone who has an eye both for the details and for the one big thing that really matters; someone who is able to reflect on facts in a disinterested way, who is always

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