Criteria for evaluating success of management schools in terms of contribution to society are presented. The network of interactions that make a management school successful is described. It contains links with the dominant power groups: business community, government, unions and public institutions in general. It includes students, alumni, and staff. Business needs, research results, schools' prestige and attractiveness to faculty are also part of it. The nature of the interrelations and their relative importance are examined during the four phases of a management training institution: feasibility analysis, planning, launching and sustained operations. Some causes peculiar to mature management schools' frequent stagnation and decay are examined and preventative actions suggested.