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2004年12月23日

ミンツバーグのリーダーシップ開発

Henry Mintzbergが考えるリーダー育成

  • MBAが企業のトップをつくるのではない。
     リーダー、マネージャは教室では作れない。
  • 自分の仕事や経験をふりかえる(Reflection回顧、よく考える)
     ことから実践的マネジャは生まれる。
  • 実践、修羅場体験、個々人の経験(キャリア)、
    そして自己のふりかえりを重視したリーダー育成が必要である。

    リーダーシップ開発のポイント

  • 第一世代は「他人の経験・知識、理論を学ぶこと」
     自分のメンタルモデルの打破、他人の意見・行動を真摯に受け止める力。主にMBA学習や社内での集合研修。

  • 第二世代は「作り出された人工的な経験から学ぶこと」
     アクションラーニングやワークアウト研修の中で事業計画策定の実行・行動を迫られる実践型研修。意図的な場により、たいへんな経験は出来るが、もっとも重要な「なぜやるべきか」の視点を失いがちである。

  • 第三世代は「自分の自然な経験のふりかえりをすること」
     自分で学んだこと、自分が体験した修羅場(実践研修や実務でのたいへんな体験)などの経験を冷静に自己分析し、さらに自分自身に腑に落ちる形で自己認識する。これを同様のたいへんな経験をもつ他者と共有・共感することにより、自分自身に深い気づきを与えることが重要である。ある意味で自分自身に「踊場」(いったん立ち止まって自分を振り返る行動)をもち、行ってきたことの「意味」を考える。


    Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development by Henry Mintzberg

    Henry Mintzberg believes that both management and management education are deeply troubled, but that neither can be changed without changing the other.

    Mintzberg asserts that conventional MBA classrooms overemphasize the science of management while ignoring its art and denigrating its craft, leaving a distorted impression of its practice. We need to get back to a more engaging style of management, to build stronger organizations, not bloated share prices. This calls for another approach to management education, whereby practicing mangers learn from their own experience. We need to build the art and the craft back into management education, and into management itself.

    Mintzberg examines what is wrong with our current system. Conventional MBA programs are mostly for young people with little or no experience. These are the wrong people. Programs to train them emphasize analysis and technique. These are the wrong ways. They leave graduates with the false impression that they have been trained as managers, which has had a corrupting effect on the practice of management as well as on our organizations and societies. These are the wrong consequences.

    Mintzberg describes a very different approach to management education, which encourages practicing mangers to learn from their own experience. No one can create a manager in a classroom. But existing managers can significantly improve their practice in a thoughtful classroom that makes use of that experience.



    The International Masters Program in Practicing Management is designed to be the "Next Generation" Masters Program, combining management development with management education. It is a degree program that focuses directly on the development of managers in their own contexts - their jobs and their organizations. The IMPM is therefore deeper than conventional programs of management development and more applied than traditional degree programs. It was launched in March of 1996 to acclaim from participants and their companies alike, as well as from the international business press.

    The IMPM seeks to break the mold of the functional "silos" so common in management education - marketing, finance, organization behavior, and so on. Instead, the Program is structured around managerial "mindsets", one for each module. We open in Lancaster with Managing in general and the reflective mindset in particular. Then we move to McGill, where attention turns to Managing Organizations and the analytic mindset. Bangalore follows with Managing Context, the worldly mindset. In Japan and Korea, we take up Managing Relationships, the collaborative mindset. The Program closes at INSEAD with Managing Change, the action mindset.

    投稿者 elmblog : 2004年12月23日 01:06

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