Which
MBA offers the best return on investment? That depends on whether you
are after a long- or short-term gain. Our chart shows the cost of an MBA
at selected business schools after taking into account tuition fees and
forgone salary http://econ.st/1kS2IA0
我聽了這一訪談,才找出哥倫比亞大學商學院大筆捐款和大肆擴張其校園與建築物......
http://www4.gsb.columbia.edu/news/item/7330088
http://www4.gsb.columbia.edu/news/item/7330088
Video:
Our correspondents look at business schools: the challenges facing
their business models, the impact of MOOCs and why some of them are
building fancier campuses http://econ.st/1qwt0N1
*****
這本漢譯缺索引,所以你不太容易了解賓州大學的管理學院在此書的份量。
不過,還是可以知道在末章引用Herbert A. Simon 的 一所工商學院的設計 (頁312 /英文 335)
(prize-winning 翻譯成"備受贊譽" 不好)。
此書為2008年哈佛大學商學院慶百年的討論主題之一。各著名管理學院的個案在2009年有一小段檢討
末篇討論Stanford的MBA
可參考: http://en.wikipedia.org/wiki/Stanford_Graduate_School_of_Business
其經費一半由校友捐獻.
In August 2006, the school announced what is believed to be the second largest gift ever to a business school – $105 million from Stanford alumnus Phil Knight, MBA '62, Founder and Chairman of Nike, Inc.[6] The gift went toward construction of a $375 million campus, called the Knight Management Center, for the business school. Construction was completed in 2011.
New curriculum
In June 2006, the School announced a dramatic change to its curriculum model. The new model, dubbed "The Personalized MBA Education", has four focus points. First, it aims to offer each student a highly customized experience by offering broader menus of course topics and providing personal course-planning mentoring from Stanford Business School faculty advisors. Second, the new program attempts to deepen the school’s intellectual experience through several smaller, high-impact seminars focused on critical analytical thinking. Third, the new program will increase global business education through both new course options and requiring international experience from all students. Finally, the new program expands the schools focus on leadership and communication through new courses that examine students’ personal strengths in the topic. Overall, the school sees the flexible program as an important point of differentiation that leverages the school’s smaller relative size versus most other top MBA programs. The graduating class of 2009 was the first class having gone through the new curriculum.****
Harvard Business School Dean Fights to Keep M.B.A. Relevant
Golden Age of Business Education Is Over, Asian Institutions Rise
Demand for MBAs is cooling in the U.S., but not in Asia. The WSJ’s Wei Gu talks with Harvard Business School Dean Nitin Nohria about what has surprised him on his Asia tour.
The golden era for U.S. business schools is over. Gone are the days when a master of business administration degree was essential for a career at Goldman Sachs or McKinsey & Co. Young professionals now balk at the $100,000 price tag and two-year commitment needed for an M.B.A.
The rise of Asian business schools poses another challenge. Although applications from the region are still strong at top U.S. schools, many Asian students and successful entrepreneurs have opted to stay closer to home to hone their skills. Business schools have mushroomed in India and China, offering courses and networking opportunities that are more relevant to their home markets.
Top U.S. business schools have responded by introducing shorter and more specific business programs, and adding international business cases for study.
Indian-born Nitin Nohria, the first Asian dean of Harvard Business School, talked to The Wall Street Journal in Hong Kong about the new environment of business education. Edited excerpts:
WSJ: Tell us, why are you on this Asia tour?
Mr. Nohria: It is part of our global strategy. We opened our first research center in Hong Kong 15 years ago. That was a time when we felt we didn’t offer our students a truly global education. About 10% of our business cases then were international. Now we have eight research centers around the world, including Mumbai, Tokyo and Shanghai, and 60% of our cases are global cases. This allows us to pursue a global strategy in a far more lean way.
WSJ: Have you seen some big donors from Asia?
Mr. Nohria: Today if you look at the top echelon of donors at Harvard Business School, we don’t have yet an Asian donor in that category. But we have people who began to give us $5 million and $10 million gifts, which is pretty significant. I have started this global leadership circle, the aspiration is to have 100 people who can give me $1 million each to support the international activities of the school. I want to build a broad base. My dream will be 30%-40% of that group will be from Asia.
WSJ: Can you describe the changing mix of students?
Mr. Nohria: They used to be from Europe, but Europe has developed its business school scene, so we see fewer students from Europe. We see students from Latin America, they tend to not to just go to HBS but also other business schools. So we see a more competitive market.
With Asia students, we see them from everywhere. The growth is explosive. One of the anxieties we have is we used to see 30 to 40 Japanese students out of 900 M.B.A. students every year, now it is down to four to five. Japan is only part of Asia that’s in retreat. They were so engaged in the global economy in the 1980s, now they have become more insular. Japan is the third largest economy in the world, it’s important for us to find a way to reach out.
As for Greater China, our mix has shifted to mainland. Now a quarter of the students are from Hong Kong, and three quarters from China. It used to be the vast majority of Chinese students were from Hong Kong.
WSJ: Has a stronger U.S. economy affected applications this year?
Mr. Nohria: We are [in a] countercyclical sector. This year I have been surprised by a sudden jump in applications from the energy industry. We still see 10 applications for every student we are going to admit.
Tuition has been going up by 4%, we are matching that with increasing financial aid, at a rate of almost 5%-7%. Almost 28% of our tuition is now given away as scholarship. Last year 50% of students receive some forms of financial aid. Twenty years ago it was almost impossible to imagine.
WSJ: What’s your biggest challenge?
Mr. Nohria: The biggest challenge is a lot of people are asking the question whether they need to go to business school at all. The golden era of business education ... is 1950 to 2000, where it was almost considered, if you want to accelerate your career, you’d better have an M.B.A. That sense of necessity of an M.B.A. has shifted. Even McKinsey has people from Ph.D.s and other backgrounds, they train them themselves. You go to an investment bank, they will tell people that you can just stay and become a managing director, you don’t have to get an M.B.A.
WSJ: Is there pressure to do short courses?
Mr. Nohria: The rise of [executive M.B.A.] has been the answer to this pressure, and the rise of one-year M.B.A. programs as supposed to two-year. The U.S. demand for two-year M.B.A.s has declined 20% from year 2000, so that space is shrinking. Demand for specialized master’s program is growing faster than two-year M.B.A.
WSJ: What do you think of the business schools in Asia?
Mr. Nohria: India might be a bellwether, demand for business education grew so rapidly so 1,000 business schools were open. Suddenly people realize just getting a degree from any school isn’t enough. Consolidation is happening. Same thing is happening in the U.S. People are more conscious that quality of education matters.
WSJ: What surprises you about Asia on this tour?
Mr. Nohria: Both in India and China, for the first time the conversation is about something that’s not growth. We got so obsessed about growth and forgot we have to build a stronger foundation. Now there is desire to build stronger foundation, more transparency, a greater focus on governance, and less corruption. You hear a different conversation, and there is a level of seriousness about that conversation.
—Jake Lee, Deborah Kan and Anjani Trivedi contributed to this article.
Résumé
Career: Mr. Nohria became the 10th dean of Harvard Business School in July 2010. Prior to joining the HBS faculty in July 1988, he received his Ph.D. in management from the Sloan School of Management, Massachusetts Institute of Technology, and a B. Tech. in Chemical Engineering from the Indian Institute of Technology.
Extracurricular: He and his wife are collectors of contemporary Indian art. He loves to cook vegetarian and he is an avid fan of Boston sports teams
項目形式日趨多樣化;
越來越多的雇主開始質疑MBA學位的價值;
以及由此所導致的入學情況的變化。
作者展開了廣泛的調研,訪談了數十位商學院院長和企業高管,並且詳細分析了11個頂尖MBA項目。以此為基礎,《MBA教育再思考》提出了8個目前亟待滿足的教學需求,分析指出每個需求都對應著一個機遇,商學院可以..作者簡介 · · · · · ·斯里坎特·M?·達塔爾(Srikant M. Datar) 哈佛商學院會計學教授(享有“Arthur Lowes Dickinson爵士”頭銜),在MBA項目、綜合管理項目和高級管理項目中任教,兼任資深副院長,主管高管培訓、教師招聘與培養以及科研工作。主要研究方向為管理控制和戰略執行。戴維·A·加文(David A. Garvin) 哈佛商學院工商管理教授(享有“C. Roland Christensen”頭銜),在MBA和高級管理項目中任教,負責選修課的製定,並擔任教學資源中心主任。主要研究方向為綜合管理和戰略變革。帕特里克·G·卡倫(Patrick G. Cullen) 哈佛商學院助理研究員,主要研究專業學院與相關各方的關係,尤其是商學院的發展。曾擔任AACSB助理研究副總裁。 ◆ 譯者簡介伊志宏中國人民大學商學院院長、教授。主要...
目錄 · · · · · ·第1章 導論:變革中的MBA學位第Ⅰ篇 MBA教育的現狀第2章 MBA市場形勢的變化第3章 詳探課程方案第4章 憂慮重重第5章迎接全球化、領導力和整合性的挑戰第6章 教學方法和課程設計的創新
第Ⅱ篇 商學院的應對策略
第7章芝加哥大學布斯商學院:靈活自主,以學科為基礎
第8章歐洲工商管理學院:信條——全球化 (一節:與沃頓商學院的結盟)
第9章創造性領導力中心:以領導力開發為核心 (領導力發展與鏡子體驗---根據Mintzberg管理者一天的模式。
第10章哈佛商學院:
第11章 耶魯管理學院:整合與大變革:綜合管理和注重實踐。跨領域的教學改革;領導力開發以校友James G. March的"結果邏輯 "The Logic of Appropriateness"??"和"承諾邏輯"區分為主。
第12章斯坦福大學商學院:個性化與大變革
第13章 結語:商學院,路在何方
HBS Press Book
Rethinking the MBA: Business Education at a Crossroads
"Business Schools Face Test of Faith." "Is It Time to Retrain B-Schools?" As these headlines make clear, business education is at a major crossroads. For decades, MBA graduates from top-tier schools set the standard for cutting-edge business knowledge and skills. Now the business world has changed, say the authors of Rethinking the MBA, and MBA programs must change with it. Increasingly, managers and recruiters are questioning conventional business education. Their concerns? Among other things, MBA programs aren't giving students the heightened cultural awareness and global perspectives they need. Newly minted MBAs lack essential leadership skills. Creative and critical thinking demand far more attention. In this compelling and authoritative new book, the authors: Document a rising chorus of concerns about business schools gleaned from extensive interviews with deans and executives, and from a detailed analysis of current curricula and emerging trends in graduate business education Provide case studies showing how leading MBA programs have begun reinventing themselves for the better Offer concrete ideas for how business schools can surmount the challenges that come with reinvention, including securing faculty with new skills and experimenting with new pedagogies Rich with examples and thoroughly researched, Rethinking the MBA reveals why and how business schools must define a better pathway for the future.
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