Search results

Using literature and related documents, the study reviews and analyzes the global trend of liberal arts education (LAE) resurgence and experimentation in different societies across three continents, East Asia, North America, and Western Europe. The study explores how LAE has been incorporated into different societies, how the variations in each model reflect local traditions and values, and what these adaptations contribute to the new LAE model. Through the angle of new institutional theory, the study focuses specifically on how these local models are impacted by institutional factors, the constraint of market, policy, state, as well as historical figures or organizations. This research with document analysis of global LAE summarizes the innovation and insights to date and calls for further research on LAE through new institutional theory and ideal types. This study builds the foundation for further research exploring the implementation and educational outcomes of LAE in different societies.

The purpose of this paper is to explore the prerequisite conditions for implementing a liberal management education and for fostering ethical students using examples from the core curriculum at Singapore Management University (SMU).

Beginning with a reading of the Carnegie Foundation's Rethinking Undergraduate Business Education: liberal learning for the professions (2011), the paper examines the contribution and limits of the findings and recommendations before discussing the place of the liberal arts in the modern university and describing a case study of liberal management education in process at SMU. It concludes with a reading of the work of Emmanuel Levinas and Asian philosophy as the basis for an ethical management education.

The paper uncovers a central shortcoming in an otherwise important Carnegie study: that business education is unlike other professional education because it lacks an autonomous discipline that studies business knowledge production as an object. Consequently, applying the liberal arts to business education risks neglecting the critical side of the liberal arts. With only the reflective side of the liberal arts in operation, management education cannot be grasped as a specific sphere of values within the pluralism of spheres advocated by the Carnegie report. Only by recreating the function of an autonomous discipline with an objective lens on business knowledge within the core curriculum at SMU can that university attempt to incorporate both the critical and reflective side of the liberal arts in management education. This kind of liberal management education can indeed lead to respect for the values of the others in the way that ethical philosopher Emmanuel Levinas envisioned.

Further development of the SMU core curriculum is necessary in order to confirm the hypothesis that the liberal arts can be brought together with management education to produce more mature, ethical students.

Liberal management education curriculum must incorporate the critical function of the liberal arts when faced with business knowledge production in order to promote a pluralist ethics. If SMU is successful, it can become a model for other global business schools in Asia and beyond.

Asian higher education is ongoing a rapid transformation in values. The shift is towards understanding the wider relationship between universities and society and the role of an education citizenry. Liberal management education can be a bridge to this new world of higher education in Asia, and beyond.

This discussion provides a fuller understanding of the two-sided nature of the liberal arts and the importance of both sides for building a liberal management education and creating ethically mature students.

This paper seeks to discuss the role of a public liberal-arts university in education.

The author first defines the principles and definitions of liberal education, then analyses these ideas in relation to public liberal-arts universities.

Liberal education holds enduring value in a world where state support for higher education is steadily decreasing and the author concludes that society needs public liberal-arts universities in order to maintain freedom of thought and democracies.

This piece presents a view of public liberal-arts universities in the wider context of liberal education, recession and worldwide threats to democracy and personal freedoms.

Using data from a random sample of chief liberal arts academic officers in American colleges and universities, the authors have examined formal methods for evaluating the liberal arts, resource allocation policies of chief liberal arts academic officers, and factors which influence these evaluations. The liberal arts are defined as the natural sciences, social sciences, and humanities. Data were presented on 14 evaluation factors related to distinct dimensions of department and program excellence. Findings suggest that “resources for excellence” are unevenly distributed among departments. If the educational goal of the 1980s — quality education — is to be met, these inconsistencies in resource allocations must be corrected.

The value of the liberal arts and humanities has increasingly been called into question on multiple fronts. Attempts to bridge the practical and liberal arts through forms of civic professionalism have been gaining traction in larger spheres of influence. This article outlines the results of a deliberative civic engagement forum (n = 42) that created a space for community members from business, education, and non-profit sectors at the National Conference on Service and Volunteerism, to consider the role civic leadership education and development has in liberal arts and humanities programs. The forum was intentionally designed to have participants consider the role of the liberal arts and humanities in redefining the purposes and process of democratic engagement through a lens of civic leadership education and development. This forum was able to gather a group of people from sectors that do not normally speak to the intersection of leadership education and the liberal arts.

Debates about the role of liberal arts education in finding employment highlight both its benefits and the challenges of finding work after graduation – debates that are now well-documented and outlined in this paper. Adding to these debates, the purpose of this paper is to bring in the voices of recent graduates from social sciences and humanities programs who have firsthand and recent experience as they enter the professional job market. Their experiences guide our understanding of the nature of liberal arts programs and shed light on areas of improvement in line with improved career paths and employment outcomes.

The methodology involved a quantitative data study using an online survey completed by 1,901 graduates.

A survey completed by 1,901 graduates of IDS programs in Canada provided rich data about the challenges and opportunities of their education in relation to professional employment. Additional follow-up qualitative data provided by survey participants was also analyzed.

From these findings, several implications for curriculum design are highlighted to strengthen (not replace or alter) existing program offerings. Implications for curriculum design: The quantitative data and narrative responses from the survey of IDS graduates on their career paths highlight several important considerations for IDS and other liberal arts programs that are grappling with questions about whether and how to redesign curricula to better address concerns about the employability of students.

The central lesson from this research is that the perspectives of university graduates can provide valuable insights for debates about the roles of universities and the design of university curricula. While the voices of university administrators, professors, politicians, industry leaders and media pundits are all prominent in these debates, the perspectives of graduates are often left out, despite their firsthand experience in making the transition from campus to career.

This research project offers one model that other fields of study could follow to learn more from their graduates about the competencies and skills which they most value in navigating complex career paths and overcoming barriers to professional employment.

In a service-led, knowledge-based economy, employers increasingly expect universities to deliver a workforce suited to this environment. This emphasis is evident in contemporary Australian higher education, which is shifting to an acquisition of vocational outcomes. However, vocational outcomes are not traditionally viewed as outcomes of liberal arts programs. Balancing new expectations with traditional perspectives generates a tension between assuring graduates employment outcomes and maintaining the integrity of the Bachelor of Arts (BA) as a liberal arts program. Getting it wrong can result in fragmented and unstable curricula. One of the many ways that Australian BA programs are grappling with this problem is through the provision of work-integrated learning (WIL) opportunities for liberal arts students. In professions-based programs such as engineering or dentistry, the shape and nature of these courses may be obvious. It is less so in the generalist BA. Australian BA programs offer students the opportunity to engage with WIL in a variety of ways. Evidence from national studies investigating the Australian BA between 2008 and 2016 highlight common features of practice – such as the objectives, activities, and structure, and indicate that two approaches to providing WIL opportunities in the BA are evident. In order to meet the goals and aspirations of both economic and social purposes of higher education, liberal arts programs tend to adopt either a transactional or a transformational model. Each model has particular characteristics and approaches to practice that can inform the development of new programs and policies more globally.

This paper seeks to outline the element of a liberal management education that would attend to the full human development of undergraduate management students enabling them to exercise the responsibility and leadership that the profession and practice of business and management require. It places such an education in the context of the global university today, and points to the shortcomings in management education as it is currently taught, the challenges facing implementation, and finishes with the example of Singapore Management University.

This is a discursive discussion piece drawing on philosophical texts, contemporary debates on management education, historical perspectives on the University, and the authors’ combined experience in management education and business school leadership. It was written as an argument to be debated by future interlocutors.

The article concludes that liberal management education faces obstacles to implementation. These obstacles are recast as shortcomings in management education itself. It concludes that in part by recognising and overcoming these shortcomings liberal management education holds prospects for improving the full human development of undergraduate management students, and in so doing creating business leaders who have the maturity to take responsible and visionary decisions.

The article points to the need to elaborate a concrete curriculum across the spectrum of courses and subjects in management education.

The article invites other business schools to enter into a conversation about liberal management education and share experiences of implementing reforms in management education.

Liberal management education aims to produce citizen‐leaders who have the maturity and enlightened perspective to lead in organisations and in society. The intention of the article is to encourage debate and adoption in some form of a liberal management education philosophy and curriculum at other business schools beyond Singapore Management University, with the hope of shifting the emphasis in management education to preparing students as mature citizens as well as business leaders.

Many have discussed the problems of the contemporary global university, but few have considered undergraduate management education as a crucible for working out the conflicts and challenges facing today's university.

The purpose of this paper is to examine the effectiveness and outcomes of liberal arts in preparing people for adult roles.

Review of research and opinions about the liberal arts.

Liberal-arts outcomes results have fallen short of expectations though this may be a short coming of higher education generally. A new era of the knowledge society will shrink liberal-arts departments in humanities, literature and philosophy.

Liberal arts need definition and clarity of expected outcomes.

Jobs in liberal arts colleges will decrease given its weak effectiveness. Online education for liberal-arts areas will grow explosively.

Liberal-arts critics have been active for decades. What is different today is world wide access to all information 24/7 and massive open online courses (MOOCs).

While academia continuously probes and advocates for a definition of a comprehensive, inclusive ideal, diversity, multiculturalism, and equity are bridging ties elements that must be considered. Currently, liberal arts colleges have the unique opportunity to shape equitable environments for all their members and become role models for other higher educational institutions. If there is an institutional commitment, and people are willing to work for a common goal, small colleges can undoubtedly offer the appropriate academic conditions where all faculty, staff, and students can achieve their highest personal and professional potentials.

This chapter discusses the role of chief diversity officer (CDO) on liberal arts campuses and how the CDO should take the lead as equity advocator and conveyor and help set the desired dialogue conditions. Among the topics examined is the institutional inclusion process which includes innovative and supportive new ideas and programs for equity among all members of the academic community. Also the hiring of underrepresented faculty members is crucial and can support the growth of enrollment and retention of diverse groups of students. Diversity and inclusion create common goals, and liberal arts colleges should rapidly move to allow the best hiring practices during the recruitment of new faculty members. Equitable learning conditions for all are as crucial as the creation of faculty evaluation systems that promote equitable opportunities. Liberal arts colleges have a historic opportunity to lead the way and become exemplary role models in practicing diversity and inclusion on campus.