Management theory is a farce MBA

Back in 2006, The Atlantic posted an article titled The Management Myth by Matthew Stewart. It was recently featured in a post on BoingBoing. Prior to seeing this post, I’d never heard of Matthew Stewart.

(The BoingBoing page features an awesome comment argument.)

Matthew Stewart’s article pulls apart the notion that there is any foundation in reality for management theory and that most of what is learned by MBA students is inane. I cannot speak to the MBA part of what he says, but I can tell you that most of what you read about being a manager in books is flawed. Management isn’t a static process and it surely isn’t one that can be applied across all business segments.

Here are the top areas most managers get wrong:

Diversity: I started my corporate career in the mid 1980s when diversity became a huge buzz word. Every HR department had their employees giving seminars and informing everyone that diversity is important. No one could really codify why diversity is critical, but everyone knew it was important.

Diversity is critical due to the fact it offers you options. By employing a diverse, qualified team you can approach problems, develop solutions or accomplish goals in ways you never considered. Diversity isn’t skin color. Diversity includes gender, backgrounds and experiences.

Due dates: This one always kills me. In the IT world everyone always wants a date. A date for testing, a date for implementation, a date for marketing. It goes on an on. Most managers diligently cultivate a framework that allows them to announce what they think is an actual date. It doesn’t work that way in the real world.

The most effective method of estimating a due date is factoring in business timelines and resources. Wait a minute. Isn’t that what the person above did? Sure. The key, though, is to confirm the date on almost a daily basis. You have to stay on top of all input factors leading to the date and enure everyone is aware.

Most management theory starts with assuming a static, controlled environment. These don’t exist anymore, so you’re better off staying nimble, appreciating the people you work with and constantly communicating.

Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project (Business Skills)

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