scholarly journals Executive MBA programs: what do students perceive as value for their practices?

2012 ◽  
Vol 16 (2) ◽  
pp. 308-326 ◽  
Author(s):  
Ana Claudia Souza Vazquez ◽  
Roberto Lima Ruas
Keyword(s):  
Management Education ◽  
Learning Opportunities ◽  
Active Engagement ◽  
Mba Programs ◽  
Group Activities ◽  
Mba Students ◽  
Executive Mba ◽  
Executive Mba Programs ◽  
Pedagogical Planning ◽  
Education Process

This paper explores MBA students' perceptions about their learning process and the outcomes of development of capabilities and competences. A qualitative exploratory study was conducted between 2004 and 2008 with 160 students enrolled in 6 different MBA programs in Brazil. The data were collected at group activities using a questionnaire to lead the participants to identify the contents and experiences from their MBA's that were associated with the development of capabilities and competences relevant to practice. Examining the current literature and its indications of a myriad of pedagogical approaches, we discuss the MBA educators' pedagogical planning for developing capacities and competences without considering which knowledge is valued as relevant by students. Our results identified three aspects as the most relevant in MBA students' learning experiences: (a) openness to exploit new ways of interpreting the world; (b) development of specific capabilities; and (c) development of relational competence. The main contribution of our study is to highlight the students' active engagement in the learning opportunities created by MBA educators and their outcomes. Based on the evidence, we argue that the pedagogical planning developed by educators should consider MBA students as the protagonist of their management education process.

scholarly journals Does Executive MBA Deliver? Exploration of Developmental Outcomes and Participants’ Perceptions of Delivery Effectiveness

2020 ◽  
Vol 7 (2) ◽  
pp. 222-251
Author(s):  
Naveda Kitchlew
Keyword(s):  
Focus Groups ◽  
Planning Process ◽  
Developmental Outcomes ◽  
Mba Programs ◽  
Mba Students ◽  
Mba Program ◽  
Punjab Province ◽  
Executive Mba ◽  
Professional Outcomes ◽  
Executive Mba Programs

Critics of the value of the Executive MBA program have not adequately considered the perceptions of Executive MBA students. This paper evaluates performance of an Executive MBA program by exploring students’ preferred developmental outcomes and perceptions about the effectiveness of their Executive MBA program towards delivering the targeted outcomes. Interviews, focus groups and survey were conducted with program’s directors, staff, and current and graduated students in a large privately run university in Punjab province of Pakistan. As a result of a rigorous process, the study identified twenty-seven critical outcomes under two categories namely “personal outcomes” and “professional outcomes” which students consider important and urge their Executive MBA program to deliver. On the whole students appear to be satisfied with their Executive MBA program; however, the effectiveness of their program is below their expectations. Identification of the exact outcomes in this study provide directions for Executive MBA administrators to make their curriculum and pedagogical/andragogical techniques more relevant and value-oriented for their students. Based on these findings, it is inferred that Executive MBA programs’ planning should consider students as the protagonist of their programs’ planning process.

scholarly journals Responsible leadership in management education: A design-based research study

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Saskia Raatz ◽  
Dieter Euler
Keyword(s):  
Ethical Issues ◽  
Management Education ◽  
Educational Practice ◽  
Modern Society ◽  
Research Process ◽  
Structured Learning ◽  
Responsible Leadership ◽  
Mba Programs ◽  
Starting Point ◽  
Executive Mba

In recent years, the quality of management education in general, and particularly of MBA and Executive MBA programs, has been called into question. There are serious doubts about universities’ ability to give students the competencies they need to deal with complex problems in modern society. One part of the discussion focuses on ethical issues and the process through which students develop values and attitudes. In line with the economic crisis, there has been increasing interest in the development of learners’ attitudes to responsibility. We report the results of a study that starts with an ambitious and yet ill-structured learning goal in a demanding educational practice area: How can pedagogical interventions in management education be designed to promote learners' attitudes to responsible leadership? As a starting point, there are neither consensual definitions of responsible leadership nor substantial theories available to design promising interventions. De-sign-based research (DBR) provides a structured process to deal with research problems, starting with innovative but imprecisely defined objectives and unknown ways to reach them. We introduce the DBR design and describe the research process and results from a project conducted at St.Gallen University’s Executive MBA program. In close collaboration with practitioners, interventions evolved through multiple cycles of development, testing and refinement with the pursuit of theory-building and practical innovation.

Identifying Corporate Social Responsibility (CSR) Curricula of Leading U.S. Executive MBA Programs

2015 ◽  
pp. 179-195 ◽  
Author(s):  
Robin James Mayes ◽  
Pamela Scott Bracey ◽  
Mariya Gavrilova Aguilar ◽  
Jeff M. Allen
Keyword(s):  
Higher Education ◽  
Qualitative Content Analysis ◽  
The United States ◽  
Master Of Business Administration ◽  
Mba Programs ◽  
Csr Strategies ◽  
Law And Ethics ◽  
Executive Mba ◽  
Executive Mba Programs ◽  
Corporate Social

Our society has witnessed large enterprises collapse from a disregard for Corporate Social Responsibilities (CSR) and illegal and unethical comportments. This chapter provides an understanding of the basic concepts of CSR in the context of lawful and ethical responsibilities, while recognizing the power of CSR branding. Moreover, in accordance with the theory that higher education can elevate the importance of CSR strategies, it reports the results from a qualitative content analysis study identifying explicit and implicit inclusions of CSR, law, and ethics in course titles and descriptions from 20 leading Executive Master of Business Administration (MBA) programs at institutions of higher education in the United States. The results report that while law and ethics are commonly part of the reviewed Executive MBA programs, CSR has minimal representation in these programs.

Transforming an organization into a learning organization: Liberty Shoes Ltd, Karnal Unit

2018 ◽  
Vol 8 (1) ◽  
pp. 1-18
Author(s):  
D.P. Sahoo
Keyword(s):  
Learning Organization ◽  
Executive Director ◽  
Subject Area ◽  
Organization Culture ◽  
Leadership Roles ◽  
Contributing Factors ◽  
Mba Programs ◽  
Content Type ◽  
Executive Mba ◽  
Executive Mba Programs

Subject area Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from INR 500 crores in 2005). In the Annual Board meeting in 2010, Mr Shammi Bansal, the Executive Director expressed his concerns and told the board members that “they must learn to survive or be extinct”. The case study discusses how The Executive Director turned the company around and how the organization became a “learning organization”. Study level/applicability MBA and Executive MBA programs. Case overview In 2004, Liberty Shoes Ltd, had a sales turnover of INR 500 crores. In the year 2006, this dropped to INR 300 crores as a result of regular staff strikes and low morale. However, by 2013, the company had registered sales of INR 800 crores and a growth rate of around 30 per cent on a year-to-year basis. With continued focused initiatives in the organization from 2010 the management aimed to reach a sales turnover of INR 1,000 crores by March, 2014. The contributing factors to this turnaround were the leadership roles which encouraged a learning organization culture with an emphasis placed on the importance of “communication”, “employee development” and “employee empowerment”. Expected learning outcomes Understand the role of a business leader in building a learning organization. Understand the factors contributing to the building of a culture of a learning organization. Understand the critical aspects and benefits to the organization from becoming a learning organization. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or [email protected] to request teaching notes. Subject code CSS: 6 Human resource management.

Identifying Corporate Social Responsibility (CSR) Curricula of Leading U.S. Executive MBA Programs

2015 ◽  
pp. 1123-1139
Author(s):  
Robin James Mayes ◽  
Pamela Scott Bracey ◽  
Mariya Gavrilova Aguilar ◽  
Jeff M. Allen
Keyword(s):  
Higher Education ◽  
Qualitative Content Analysis ◽  
The United States ◽  
Master Of Business Administration ◽  
Mba Programs ◽  
Csr Strategies ◽  
Law And Ethics ◽  
Executive Mba ◽  
Executive Mba Programs ◽  
Corporate Social

Our society has witnessed large enterprises collapse from a disregard for Corporate Social Responsibilities (CSR) and illegal and unethical comportments. This chapter provides an understanding of the basic concepts of CSR in the context of lawful and ethical responsibilities, while recognizing the power of CSR branding. Moreover, in accordance with the theory that higher education can elevate the importance of CSR strategies, it reports the results from a qualitative content analysis study identifying explicit and implicit inclusions of CSR, law, and ethics in course titles and descriptions from 20 leading Executive Master of Business Administration (MBA) programs at institutions of higher education in the United States. The results report that while law and ethics are commonly part of the reviewed Executive MBA programs, CSR has minimal representation in these programs.

Winning at the Acquisition Game

2020 ◽  
Author(s):  
Timothy Galpin
Keyword(s):  
Mergers And Acquisitions ◽  
Practical Knowledge ◽  
Due Diligence ◽  
Self Assessment ◽  
Mba Programs ◽  
Case Examples ◽  
Revenue Growth ◽  
University Of Oxford ◽  
Executive Mba ◽  
Executive Mba Programs

Winning at the Acquisition Game is a collection of the best materials, insights, tools, and templates which comprise the popular Mergers and Acquisitions course taught in the MBA and Executive MBA programs at the Saïd Business School, University of Oxford. Each chapter provides readers with practical knowledge and tools to help them understand the entire mergers and acquisitions (M&A) process from pre-deal strategy and due diligence, through transaction valuation, negotiations, and closing, to post-deal implementation, workforce motivation, innovation for revenue growth, and results measurement and reporting. As a result, readers will gain valuable insights into the entire M&A process, from beginning to end, connecting traditionally distinct, “siloed” functional expertise across the process. Case examples in the chapters describe how each stage of the process has been implemented by companies across various industries. Each chapter concludes with a set of discussion questions and a self-assessment that readers can use to determine their firm’s current level of M&A capability. Practical frameworks, tools, and templates are also provided in an “M&A Workbook” that readers can apply to their own transactions, now or in the future.

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