TRENDS IN

M A N A G E M E N T E D U C A T I O N

Prof. Dr. Luiz A. Stevanato

2011

Main goals

1. Key factors that impact managerial practices

2. Critical competences required

3. Trends in management education

KEY FACTORS THAT IMPACT

MANAGERIAL PRACTICES

COMPLEXITY

“To every complex problem do exist a

simple, elegant, and frequently wrong

solution”.

Anonymous

Global Competition

• More than a cliché

• Opportunities and challenges…

– Too many challenges

• Advantages derived from asymmetries

• Systemic consequences at Long term

Technology & Innovations

• Cultural artifacts – embodies visions and values

• Not simple technical device

• Innovation driver

• New practices, products, markets etc.

Social and environmental demands

• Emphasis on stakeholders relationship

• Legitimate demands…

• Sometime, mixed with hidden political agenda

• Actual stage – managerial pragmatism

• But remember – language is a virus

SOCIAL DIVERSITY

Clash of cultures

• Fundamental differences

• Taken for granted assumptions

• Not visible but powerful in its impacts

• Conflict´s source more than synergies

Relationships

• Cultural fragmentation;

• Non translatable speeches

• Expectancy divergence

• Generational, gender, cultures etc.

POLITICS IN ORGANIZATIONS

Politics make decisions more complex

• Power networks – coalitions, feuds, interests

• Interdependence

• Irrational decision making

• Linear logic tend to not work

CRITICAL COMPETENCIES

For managerial performance

Systemic thinking

• Structured, integrated and critic

• Interdependencies

• Causality and correlation

• Near and distant causes

• Successive approximations

Conflict management

• Team integration

• Shared vision

• Spread a sense of purpose and urgency

• Build communication bridges

Art of Communication

• Listen more than talk

• Understand the other´s point of view – Empathy

• Talk less – know to prioritize

• Key to give and receive feedback

Negotiation and Persuasion

• Negotiation strategies

• Be convincing – talk to emotions

• Establish sense of purpose and urgency

“The character is maybe the most effective means of persuasion”.

Aristotle

MANAGEMENT EDUCATION

Trends in

MANAGEMENT EDUCATION IS AT A CROSS ROADS

“Hard Science” Track

• Decision making based on hard information

• Intensive use of mathematical modeling

• Multivariate statistics

• Alphabet Soup

– CRM, ERP, CSM, Web analytics, BI etc.;

• Emphasis on metrics

• The return of “the managing by number”

“If something can not be measured, then it

can not be managed”. (*)

(*) We can´t find the author of this sentence.

“Hard Science” - representatives

•Thomas Davenport

•Robert Kaplan

•David Norton

•Gert Laursen

•Jesper Thorlund

•Praveen Gupta

•IBM

•Etc.

“Soft Science” Track

• Decisions are ultimately value judgments;

• Managers gets results through others

– Negotiate, delegate, follow-up, evaluate

• Managers day-by-day communications - fragmented

• Build a sense of purpose and urgency

“The most important things cannot be

measured”.

Edward Deming

“Soft Science” - representatives

•Henry Mintzberg

•Warren Bennis

•Chris Argyris

•David Garvin

•David Kolb

•John Kotter

•Nassim N. Taleb (?)

•Etc.

“The virtue should

be found somewhere in the middle”.

Aristotle

Nicomachean Ethics

Thank you.

http://pesquisaconsumo.blogspot.com/

http://twitter.com/Luiz_Stevanato

www.sacore.com

s2a@sacore.com

@

Prof. Luiz A. StevanatoPsychologist, PhD,MBA Professor, Marketing Researcher and Organizational Culture Consultant.

References

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N. 2, 2005.

• DAVENPORT, Thomas H. & HARRIS, Jeanne G. Competing on analytics: the new science of winning. Boston, Harvard

Business School Publishing, 2007

• DATAR, Srikant M. and GARVIN, David. A. What is the future of MBA education? HBS Working Knowledge. [

http://hbswk.hbs.edu/item/6363.html], May 2010.

• WARREN, Bennis and O'TOOLE, James. How business school lost their way. Harvard Business Review, may, 2005, Vol.

83, n. 5.

• MINTZBERG, Henry. Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development.

San Francisco, Berreti & Koehler, 2004.

• KOLB, David, RUBIN, Irwin and McINTYRE, James. Organizational Psychology: An Experiential Approach to

Organizational Behavior. Englwood Cliffs, Prentice-Hall, 1974.

• RAMLALL, Sunil J. Measuring Human Resource Management’s Effectiveness in Improving Performance. Human Resource

Planning, Vol. 26, 2003.

• TALEB, Nassim N. The Black Swan: The Impact of the Highly Improbable. New York, Random House, 2010.