(Hi Jack)
I wrote:
"MBA schools turn out all three. If we want to identify
the best MBAs to hire we need to know what it is we want
to hire and then identify which applicants come the
closest to what we want."
Jack Ring <
jring@AMUG.ORG> wrote:
>>... I was with you until the last item...<<
Well, let me try to explain. When managers are asked to describe
an excellent employee, i.e., has job fit, they usually describe
behaviors, not knowledge and skills. For instance, they say
things that are like or not like the following:
-- She is confident and determined to win.
-- He strives hard to reach his goals and plays to win.
-- She is outspoken and knows her own mind and is not afraid to say so.
-- He is detail-conscious, follows the rules and standard practices
and procedures and can always be depended upon. He is always well
prepared because of his careful planning.
-- She does her work in a meticulous and reliable manner and is
trustworthy, structured and intent on doing things "the right way."
-- He is careful and plans well and he meets his deadlines.
-- She enjoys the stimulation of being with many people and does not
shrink from taking center stage.
-- He loves being on the team yet he doesn't try to take over the team.
-- She enjoys taking risks and accepts challenges willingly.
-- He is so untroubled and calm that he sets a good example.
-- She shrugs off criticism and copes well with the adverse situations.
-- He is so relaxed that he copes well with all stressful situations.
Knowledge and technical skills are not usually a serious problem since
most hiring managers screen out applicants who do not meet the
knowledge and skills requirement. The above list is a brief recount
of personalty traits only. The secret to knowing which MBA to hire
is to know the strengths of each trait above that is
needed for success in the job.
>>... I have yet to meet an MBA fresh out of
school that could do well at managing or
leading unless they had that ability going in ...<<
I agree, that is why I maintain that MBAs have the same behavioral
traits after their degree as they had before the degree. Of course,
some may go through a serious personal growth, but I am afraid that
cannot be counted upon in all cases.
>>... It seems to me that these capabilities
require a lot of "laboratory" work, reflection,
and a good coach...<<
Yes, but coaching only goes so far. All managers should coach
their staff, but that does not mean that all employees can be
coached to become successful employees in any job. Yes, coaching
will help them do better, but the goal of an organization should
be to put the right people into the right jobs to avoid
the Peter Principle.
--------------------------------------------------------------------
"The Peter Principle; why things always go wrong" by Dr. Laurence J.
Peter and Raymond Hull, William Morrow & Company, Inc., New York, 1969,
179 pages in paperback. "The Peter Principle: In a Hierarchy Every
Employee Tends to Rise to His Level of Incompetence."
The author provides an insightful analysis of why so many positions
in so many organizations seem to be populated by employees who exhibit
signs of incompetence. A most disturbing concept since we all tend to
all rise to our own level of incompetence. This concept is likely
to be ignored by most senior managers and consultants since to
admit it is to admit that we may also be at our own
level incompetence. Ignorance is bliss?
The end result is that non-growing companies are more likely to have
incompetent employees at many levels of the organizational structure
whereas growing companies add new positions and employees so fast
that the inevitable results of the Peter Principle may be
forestalled as long as growth continues.
According to Dr. Peter: Work is accomplished by those employees who
have not reached their level of incompetence. Thus we can see why
organizations still function even as the Peter Principle causes
some employees to accept one too many promotions.
Peter's Corollary: In time, every post tends to be occupied
by an employee who is incompetent to carry out its duties.
---------------------------------------------------------------
>>... I was wonder what schools, if any, do for
managers what Julliard does for musicians, the
Bauhaus for architects or Mayo does for doctors...<<
If there were a school that is equivalent to the ones you
mentioned how many graduates could they produce per year?
There are 70,000+/- MBA graduates per year in the US so
the problem would still be with us.
>>... By the way, there is no "school"
of this sort for advanced engineering
thinkers (systems engineers) or managers
thereof so you may want to consider starting one...<<
Ugh, I make a better student than an administrator.
Bob
+----------------------------+
| Robert F. Gately, PE, MBA |
+----------------------------+-----------------------+
| GATELY CONSULTING (508) 473-0955 |
| 115 Dutcher Street Fax (508) 634-0670 |
| Hopedale, MA 01747-1006 Toll Free (800) 478-8117 |
|
http://ourworld.compuserve.com/homepages/gately/ |
+----------------------------------------------------+