上海地区MBA培养院校交流会在上外召开

在全国MBA20周年纪念会前夕,7月13日。上海地区MBA培养院校交流会在上海外国语大学MBA案例分析教室召开。此次交流会由上海市管理科学学会主办,上海外国语大学国际工商管理学院和MBA教育中心承办。来自复旦、交大．同济共11所MBA培养院校的26位主任或代表参加了会议。     

中国管理案例共享中心

工作机构设在大连理工大学管理学院,由全国MBA教育指导委员会支持的“中国管理案例共享中心”是全国MBA培养院校自愿参加的服务性和非营利性的合作机构。“中国管理案例共享中心”的建设工作,已被列为全国MBA教育指导委员会的一项重要工作。     

中国管理案例共享中心

工作机构设在大连理工大学管理学院,由全国MBA教育指导委员会支持的“中国管理案例共享中心”是全国MBA培养院校自愿参加的服务性和非盈利性的合作机构。“中国管理案例共享中心”的建设工作,已被列为全国MBA教育指导委员会的一项重要工作。     

MBA教育品牌策略研究——以上海财经大学商学院为例

我国MBA教育经历了国际化、标准化的发展过程,已进入竞争激烈的白热化发展阶段。创新塑造MBA教育品牌,有利于MBA院校的脱颖而出。本文结合上海财经大学商学院MBA教育品牌建设实践,探讨其在品牌定位、品牌提升及品牌推广等方面的策略经验和实施效果,提出设立精确品牌定位、提高品牌核心竞争力等品牌建设建议,希望能为其他MBA院校在创新品牌策略方面提供一定借鉴。     

MBA满意度分析对商学院办学的启示

商学院为适应市场需求推出不同的MBA课程和MBA项目可供学生选择。在MBA项目质量的研究文献中，课程、教学方法不断地被丰富和发展，但项目满意度始终没能十分深入地研究。这篇论文基于GMAC全球MBA毕业生问卷调查数据，比较分析了全日制MBA、半脱产MBA，EMBA毕业生对MBA项目质量的评价，提出了MBA项目满意度的思路，希望对国内MBA院校有所启示。     

基于CAMEA认证的MBA课程体系创新探索与实践——以上财商学院MBA课程体系改革为例

中国高质量MBA教育认证工作的开展,有效推进了国内MBA院校的持续改进和提升.上海财经大学商学院以认证为契机,以标准为抓手,创新推出了具有SUFE特色的MBA课程体系,在坚持融合财经特色的基础上,充分体现了“定制化”、“知行合一”等特点,有效改进了教学质量和学习效率,增强了学生对课程体系和内容的满意度,其创新思路和实践经验具有较好的借鉴价值.     

在路上——对话全国MBA教育指导委员会秘书长仝允桓

今年是中国MBA教育二十周年,作为我国第一个专业学位教育,MBA自诞生之初,就以改革者的姿态不断前行:第一个实行入学联考,第一个开展在职攻读专业学位工作,第一个按照专业学位类型授予学位……"经过二十年的发展,全国MBA教育指导委员会、各MBA培养院校在实践中不断创新,不仅推动了MBA教育的发展,而且有力地带动了专业学位教育的制度创新,为其他专业学位提供了系统的办学     

省属工科院校MBA教育项目品牌建设策略探讨

文章首先阐述了教育品牌概念，然后分析了省属工科院校开展MBA教育项目的特殊性，最后提出了省属工科院校MBA教育项目品牌建设策略。     

中国MBA 20年

虽然在20世纪80年代,我国一些高校与国外大学进行了合作培养MBA的尝试,但MBA在中国获得正式的"准生证"是在1991年。当年,中国人民大学、清华大学、南开大学等9所高校获准试点招生。MBA从1991年9所试点院校招收不足百名学生,发展到2010年236所院校年招生35000多名。高层管理人员工商管理硕士(EMBA)从2002年30所院校年招收2000多名学生,发展到2010年62所院校年招收     

我国MBA学位授予要求管窥

我国MBA学位授予院校越来越多，MBA教育质量参差不齐，原因之一是我国MBA学位授予要求不够科学。本文介绍了我国MBA学位授予要求的现状，设定了我国MBA学位授予可遵循的准则，并对我国MBA学位授予要求存在的问题提出了相关建议。     

MBA教育的服务提升与品牌经营——以上海财经大学MBA教育为例

国内外MBA教育发展的实践表明,以服务质量提升为基础的品牌化发展是我国MBA教育发展的一种趋势。上海财经大学商学院MBA教育主要通过从多渠道沟通、凸显课程特色、多种形式的师资开发和培养、职业发展帮助和参与MBA认证等各个方面,对学生接受教育服务过程的每个接触瞬间进行卓越的创新,取得良好的效果,比较成功地塑造自己MBA教育品牌。本文还建议各个高校应通过准确定位、提升品牌形象、品牌差异化等方式经营品牌,各自走出一条MBA教育发展特色之路。     

Who needs MBAs in HR? USC's strategic human resource management MBA concentration

This article describes the MBA concentration in Strategic Human Resource Management offered by the Marshall School of Business at the University of Southern California. Very few MBA programs offer such a concentration. We discuss the genesis of USC's program, its rationale, and its components. Launched in 1996, the program's success derives in large part from its close industry links. © 1999 John Wiley & Sons, Inc.     

Professors,managers, and human resource education

his article examines whether Masters of Business Administration (MBA) programs adequately prepare human resource professionals. It also compares managers' and professors' evaluations of the competencies HR managers will need in the twenty‐first century. It finds that both managers and professors view interpersonal and problem‐solving competencies and integration of HR with bottom line concerns as more important than technical know‐how. HR managers, however, are much more critical of what MBA programs are doing than are HR professors. HR professors may be risking complacency about their product. © 2000 John Wiley & Sons, Inc.     

The college graduate and his first job

To determine MBA graduates' subjective responses to their first jobs and the areas of their greatest dissatisfactions, the authors queried a group about ten factors: advancement opportunity, challenging work, responsibility, salary, supervision, location, job prestige, training programs, fringe benefits, and security.     

Training human resource champions for the twenty‐first century

Although universities have been the primary source of human resource talent for organizations, there is some question whether current university programs will be able to prepare human resource professionals for the expanded role that is needed in the future. These programs include the Masters of Business Administration (MBA), Masters of Human Resources and Industrial Relations (MHRIR), and Masters of Organization Development (MOD). Brigham Young University has also created a unique program called the Masters in Organizational Behavior (MOB). This article explores the differences among these programs and discuss their implications for training HR professionals. © 1999 John Wiley & Sons, Inc.     

卫哲：第二道伤疤

一个“去经理人化”未果的金领,如何跟“战斗过、倒下过”的东家了断？又如何在新平台中进阶？     

Western MBA Education and Effective Leadership Values in Developing Countries

Abstract

The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles.

The study seeks to develop a leadership portrait of MBA graduates from developing countries. It examines the congruence between the effective leadership values as perceived by MBA graduates from developing countries and expected, accepted and effective leadership styles in their cultures. One-Way ANOVA and Duncan Multiple Comparison analysis revealed that MBA graduates from developing countries have the tendency to embrace western leadership values without forsaking traditional indigenous values. The research provides evidence to suggest that western MBA education is contributing to the conformity to the latest leadership paradigms across cultures and thus the formation of a shared knowledge structure which reduce the variability of future managers' perceptions towards leadership styles.