Introductory Summary

The term "management" is often synonymous with success, and success hinges on achieving results. To attain these results, practicing managers rely on the managerial theories, tools, and techniques taught in management institutions. Yet, despite their efforts, they frequently fail to meet their desired objectives. This disconnect arises because the external environment, where these theories are applied, often differs significantly from the controlled conditions assumed during classroom instruction and training.

When results fall short, these theories are often dismissed as impractical jargon. This raises a critical question: where does the fault lie? The answer points to the management education system itself.

A system typically consists of four components: input, processing, output, and a feedback mechanism. The current management education system lacks an effective feedback loop to evaluate how well these theories perform in real-world contexts. Such a feedback mechanism is essential for refining theories and transforming them into practical, results-driven solutions.

This article underscores the importance of integrating a robust feedback system into management education. It advocates for a feedback-oriented, rational approach to training and development that bridges the gap between academic knowledge and its practical application. The author is confident that these insights will prove valuable to educators and trainers alike.