Inside the Harvard Business School: Strategies and Lessons of America's Leading School of Business

Ewing, David W.

A 40-year Harvard Business School faculty member, Ewing here gives a comprehensive picture of the curriculum, teaching methods and psychological challenges that bestow on B School graduates each year ``the golden passport to management and power.'' Key to the school's globally recognized effectiveness, notes the author, is the ``case method,'' whereby students simulate management deliberations by contending with an actual business situation. Each semester students in a ``homeroom'' amphitheater grapple with the case they ``own.'' Successive course instructors ``in the pit'' guide (and eventually grade) student performance in marketing strategy, production and operations, contract negotiations, ``organizational behavior,'' etc. Interviews with alums holding top jobs worldwide, fast-track recruiting games and faculty politics are a tiny fraction of the subjects making this highly readable study of Harvard's ``economic warfare'' academy the next best thing to enrolling there. (Sept.) Library Journal Not to be confused with marketing analyst Mark H. McCormack's What They Don't Teach You at Harvard Business School ( LJ 8/84) or Harvard Business School graduates Frances J. Kelly and Heather M. Kelly's What They Really Teach You at the Harvard Business School ( LJ 10/1/86), this book by Harvard Business School faculty member Ewing reports what really is taught at ``the most powerful private institution in the world.'' Ewing discusses the school's case-study method of instruction, faculty politics, student camaraderie, recruiting, and some of the courses--notably the new efforts to teach ethics. He also looks at the Harvard Business Review , of which he is a former managing editor. This informative and entertaining text is recommended for all business collections.--Richard Drezen, Merrill Lynch Capital Markets Lib., New York

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