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Article
Publication date: 1 February 1997

Philip T. Crotty and Amy J. Soule

Describes the early stages of university executive education, including MBA and non‐degree executive development programmes, and gives examples of early in‐house executive

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2177

Abstract

Describes the early stages of university executive education, including MBA and non‐degree executive development programmes, and gives examples of early in‐house executive education. Examines the current university EMBA and speciality programmes and today’s in‐house facilities. Sets out advantages and disadvantages of the two approaches, and considers a customized approach ‐ a movement towards jointly designed executive education, combining university and in‐house features. Looks at the future of executive education, the two most important trends being the effects of global competition and evolving corporate needs, and discusses future executive programmes ‐ university, in‐house and cutomized. Highlights the implications of recent developments in technology, and suggests that the underlying theme for tomorrow’s executive education is the likelihood of more company involvement.

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Journal of Management Development, vol. 16 no. 1
Type: Research Article
ISSN: 0262-1711

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Rethinking the Business Models of Business Schools
Type: Book
ISBN: 978-1-78754-875-6

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Article
Publication date: 7 October 2014

Mark J. Ahn and Larry W. Ettner

The popular use of labels such as Baby Boomers, Generation X, Generation Y and Millennials suggests that the nature of effective leadership changes over time in response…

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3676

Abstract

Purpose

The popular use of labels such as Baby Boomers, Generation X, Generation Y and Millennials suggests that the nature of effective leadership changes over time in response to the prevailing modern context. Using a values-based leadership lens, defined as the moral foundation underlying stewardship decisions and actions of leaders, the purpose of this paper is to explore the alternative notion that fundamental leadership ideals – from antiquity to modern executives to MBA students – are timeless in nature.

Design/methodology/approach

Using a thematic analysis approach, The Aeneid was coded for key leadership themes (integrity, good judgment, leadership by example, decision-making, trust, justice/fairness, humility, and sense of urgency); and a mixed-method research framework was employed to juxtapose the leadership lessons identified to the demands of modern leadership. Deductive thematic analysis was utilized to examine key themes from responses of 13 multi-sectoral leaders (for profit, non-profit, government) and 137 MBA students (from three MBA programs in differing regions).

Findings

Whether viewed qualitatively or quantitatively, or across sectors, the findings of this study affirm the explicit relevance of The Aeneid to the demands of modern leadership. Additionally, it was found that the way managers ranked leadership values was not significantly different from how MBA students ranked the same values. Moreover, the authors found integrity to be a superordinate value – without which the remaining values have far less significance.

Originality/value

This research highlights a leadership paradox – while managerial traits are an important consideration for the prevailing operational context in the short term, a values-based approach to hiring, promoting and retaining leaders may be superior in achieving organizational sustainability and performance. This study illustrates the practical contemporary relevance of The Aeneid specifically, and illustrates a humanities laden and values-based approach to reflecting on leadership effectiveness generally.

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Journal of Management Development, vol. 33 no. 10
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 24 May 2011

Srikant M. Datar, David A. Garvin and Patrick G. Cullen

The paper seeks to examine major challenges facing MBA programs and to argue that they will have to reconsider their value proposition. It aims to explore effective…

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4799

Abstract

Purpose

The paper seeks to examine major challenges facing MBA programs and to argue that they will have to reconsider their value proposition. It aims to explore effective curricular and programmatic responses as opportunities for MBA programs to innovate. The paper also aims to call for collective action across the business school field to effectively address these challenges.

Design/methodology/approach

The research is grounded in empirical methods including semi‐structured interviews, data on curricula, courses, applications, enrollments, tuition and fees, and faculty hiring, and case studies of particular institutions.

Findings

Business schools need to reassess the facts, frameworks, and theories that they teach, while also rebalancing their curricula to focus more on developing skills, capabilities, and techniques as well as cultivating values, attitudes, and beliefs.

Originality/value

The paper draws on original sources of qualitative and quantitative data to present a detailed picture of the current state of MBA education. It identifies eight unmet needs based on interviews with deans and executives, and proposes curricula innovations that address these needs.

Details

Journal of Management Development, vol. 30 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 1995

Ortrun Zuber‐Skerritt

Explores ideas and issues related to management education anddevelopment for the new learning organization and presents an example ofa course design for experienced…

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2756

Abstract

Explores ideas and issues related to management education and development for the new learning organization and presents an example of a course design for experienced managers who wish to make a considerable contribution to their organization and receive a university degree in recognition of their work. This MBA (Executive) course by action learning is a work‐integrated, learner‐centred, problem‐focused, interdisciplinary degree, designed on adult learning principles. It aims at organizational learning and development as well as personal and professional development of senior managers, who can upgrade their knowledge and skills and exchange their work experience and ideas with fellow executives in small groups. Invites readers to provide feedback and ideas.

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Article
Publication date: 14 August 2009

Yehuda Baruch

The purpose of this paper is to critically reflect on the value of the MBA – a Master in Business Administration, considered the flagship of business and management…

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6366

Abstract

Purpose

The purpose of this paper is to critically reflect on the value of the MBA – a Master in Business Administration, considered the flagship of business and management education. The author aims to bridge the gap in the understanding of the possible added value of the MBA.

Design/methodology/approach

This conceptual paper is enriched by findings from secondary data, surveys with managers in the UK, and interviews with human resource managers of leading US firms.

Findings

The MBA can generate significant tangible and intangible inputs to graduates' careers and their employing organizations. Having an MBA contributes considerably to graduates' human capital. Employers may profit from such contributions, while an indirect positive effect is implied at the national level.

Research limitations/implications

The knowledge of MBA impact should be based on rigor studies rather than unsupported assertions.

Practical implications

The MBA is the closest thing to a qualification to manage. It generates positive outcomes and lead to good management. For individuals, embarking on MBA is a major career decision, carrying certain risks, but offer high potential for return on investment.

Originality/value

This contribution is of special importance amid the recent criticism of the MBA by prominent management scholars.

Details

Career Development International, vol. 14 no. 4
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 March 1989

Marcia Wright Kassner

One of the most important things for managers to realise is thatthere may be patterns to their behaviour after management development. AUS survey of executive MBA students…

Abstract

One of the most important things for managers to realise is that there may be patterns to their behaviour after management development. A US survey of executive MBA students demonstrated two different patterns regarding further management development. Sometimes the managers′ behaviours appear to be forward looking and weighing alternatives about future outcomes. At other times, their behaviours seem to be backward looking and in justification of past behaviour.

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Journal of Management Development, vol. 8 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 April 1995

John Nicholls, John Harris, Eleanor Morgan, Ken Clarke and David Sims

Given the increasing competition in higher education, includingthat on MBA degrees, it is surprising that more attention has not beenpaid to marketing issues, such as are…

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8297

Abstract

Given the increasing competition in higher education, including that on MBA degrees, it is surprising that more attention has not been paid to marketing issues, such as are educational institutions really “customer‐oriented”?; do they choose the most appropriate market segments?; the complexities of the decision processes of the “buyers”. Looks first at general issues facing educational marketers, and then examines the marketing of MBA degrees in the light of theory, of previous survey data and of evidence arising from their collective experience. Concludes that, whether the “customer” is an individual student or a company, a greater understanding of buyer behaviour is needed; business schools should improve their marketing or stand accused of not practising what they preach.

Details

International Journal of Educational Management, vol. 9 no. 2
Type: Research Article
ISSN: 0951-354X

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Book part
Publication date: 10 April 2003

Joseph J DiStefano and Martha L Maznevski

This chapter addresses the challenge of designing and executing educational curricula to develop global leaders, especially focusing on how they work with and influence…

Abstract

This chapter addresses the challenge of designing and executing educational curricula to develop global leaders, especially focusing on how they work with and influence people. Today’s global managers are expected to master an ever-expanding range of knowledge and skills, and educators are faced with the challenge of preparing them to be as effective as possible. We argue that educators must combine multiple methods carefully to achieve their objective. The chapter illustrates how to mix concepts, data, projects and behavioral exercises to help global managers develop team and leadership skills. The processes we outline are designed for students in undergraduate, MBA and Executive programs.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-76230-866-8

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Article
Publication date: 8 February 2013

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Management decisions are increasingly subject to public inspection and evaluation. As the public's expectations of business leaders have risen, so too have the accompanying calls for broadening the scope of business training. All too many MBA programs are still falling short.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 29 no. 3
Type: Research Article
ISSN: 0258-0543

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