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Monday, October 30, 2006
GMAC trying to make the GMAT testing centers more accessible
I guess, this will add more capacity for testing near you and to add some new options for students to consider taking the GMAT. Notice how the new GMAT locations for the "BUS" will primarily target colleges and universities. This will tend towards younger candidates taking the GMAT. Notice how the testing centers aren't stopping at major coporations or industry beltways that are not as represented in the B-School demographics. Interesting! Anyway, it'll be good to see more B-School brains coming around. Too many end up going for non-Business graduate work instead of B-School. So the world loses many of these people to schools that require immediate attendance of graduate school as opposed to B-School that expects some real-world experience.=====================================
GMAC begins a 49-STOP US National to expand GMAT access.
A mobile test center is ready to depart on a 27-state tour Tuesday in Stockton, Calif., part of a pilot project by the Graduate Management Admission Council® (GMAC®) to explore ways to make the GMAT more accessible to people interested in attending business school
The GMAT Mobile Test Center will visit 49 colleges and universities in 27 states during its seven-month, cross-country journey. Stops will include several military installations, historically black colleges and universities, and Hispanic-serving institutions. The bus begins its journey Oct. 31, 2006, at the University of the Pacific in Stockton, Calif. The trip is scheduled to conclude May 31, 2007, at Washington State University in Pullman, Washington.
Full Article
posted by Dave | 9:54 PM
Duke-Fuqua new Viewbook released today 06-07
posted by Dave | 9:50 PM
B-School Trading Centers: Wow, but no substance?
posted by Dave | 9:49 PM
Dave, Thanks for the post Aregon. Regarding the Financial Center. I don't know that I said that they were useless. Rather, one can't use them all the time for the amount of money that they cost. The article makes this point pretty clear. Dave,
Progress Report on Yale's Curriculum Changes from this past year
posted by Dave | 3:13 PM
Great post.I really like the layout.I just came across a blog were one get the details of Organizational Behavior.
Thursday, October 26, 2006
HAAS adjusts leadership aspect of their Curriculum
posted by Dave | 9:28 AM
Tuesday, October 24, 2006
Finanical Times: EMBA 2006 Ranking Follow-up Article
posted by Dave | 9:44 AM
Monday, October 23, 2006
Financial Times released 2006 Executive MBA Rankings
posted by Dave | 3:30 PM
Do you have access to "Business Week Online"? I am trying to view their rankings of b-schools for marketing. Perhaps you can post their rankings here? Sorry, I don't publish "paid for" material on this web site.
Thursday, October 19, 2006
Tepper releases new Class Profile info
posted by Dave | 11:03 PM
Another good source of MBA information is The MBA Tour which is touring Canada for the first time October 30th to November 2nd. To the managment team of THE MBA Tour. That wasn't cool to post this advertisement comment like that. Please discuss highlights of your events with me directly in the future. I will not tolerate SPAM advertising like this again. If this was not by THE MBA Tour, then readers of this Blog, please don't do this again. - Dave
USC-Marshall released new Essay Questions
posted by Dave | 11:00 PM
BusinessWeek Article: Pre-MBA Math Camp with Prof Peter Regan - Good Article
posted by Dave | 10:38 PM
BusinessWeek Article:Private-Equity firms Bringing the Next Bubble Crisis?
posted by Dave | 9:59 PM
Interview with HBS Dean: Jay Light
posted by Dave | 5:20 PM
Tuesday, October 17, 2006
Stanford going younger for China applicants
posted by Dave | 8:19 AM
i think in their quest for raking in more applicants (application money rather) B schools are stooping low...this is a classic example....one good school doing this just sets the precedent for others to follow... I completely agree. Why set the bar lower just because people are from China. This is a country with the some of the worst corporate transparency, intermingled government and corporate transactions, and high corruption. If corporate managements don’t believe in these values yet, I doubt people with 2 years or less of experience care about these issues either. As a Chinese person, one side of me is happy to teach the Chinese how to operate companies. But in those 2 years of experience they better have accomplished something great.
Monday, October 16, 2006
MIT Sloan School Dean to step down
posted by Dave | 8:14 PM
MBA4Success: Campus Briefings
posted by Dave | 8:11 PM
How To Make money with affiliate programs Today. Affiliate marketing is the easier and probably the most effective method to make money from the internet. It is basically, a kind of selling technique where potential buyers from your website are directed to the websites of sellers. For every click, the website owner gets a small commission.
Increasing MBA recruiting
posted by Dave | 9:21 AM
New leader at INSEAD - Frank Brown
posted by Dave | 9:19 AM
Demand for MBA's in London Growing
posted by Dave | 9:18 AM
Where to go? Ask the recruiters
posted by Dave | 8:40 AM
Another highlight on how top business schools woo younger students
posted by Dave | 8:37 AM
Saturday, October 14, 2006
MBA Podcaster audo podcasts available to listen to online
Choosing the Right Business School Acing the MBA Interview MBA's in the Technology Industry, Part 1 of 3: Positioning Yourself for a Career in High Tech How to Win an Offer In High Tech Part 3 of 3: Job Opportunities in High Tech Is an MBA Necessary: International Candidates Applying to U.S. Business Schools:Special Considerations For International MBA Applicants MBA Ratings and Rankings: What Do The Numbers Mean & Who’s At The Top? Your Application Essays: Part-time versus Full-time MBA, Which One is Right for You? MBA Admission Consultants: Learn About the Controversial Practice of Using an MBA Consultant and Whether It Can Help You The Best Time to Go For Your MBA: The GMAT: Everything You Need to Know About The Test MBA Admission Strategic Plan: Financing Your MBA: Getting off the Waitlist and on the Admitted List Can You Get a Part-Time MBA and Still Change Career Tracks? Part-time versus Full-time MBA, Which One is Right for You? Sharpening Your Skills Before You Begin Your MBA MBA Math-Tuck’s "Math Camp" program for incoming Tuck Business School students The Executive MBA: Is This MBA Program The Right Choice For You? Calculating the MBA ROI: How to Get the Best Return on Your Investment span> Business School & Ethics: The Role that B. School Plays in Creating Ethical Leaders Online MBA Programs: Are they worth the time and investment and how can you judge the various programs available? posted by Dave | 11:03 AM
Go get their new viewbook for 06-07
Webpage
So, when I saw this article recently in BusinesWeek, I was happy to see that the pros and cons of the trading centers were presented for all to read about it. Enjoy - dave
=====================================
Trading Spaces, B-School Edition
For many B-schools, a flashy "trading room" is the centerpiece of finance programs and a high-profile recruiting and fund-raising tool
by Kerry Miller
The stock market is making a comeback—look no further than your local B-school for proof, where campus trading rooms are becoming more popular than ever.
Trading rooms first appeared on college campuses 10 years ago, when MIT's Sloan School of Management opened its facility in early 1996. Another trading room opened at the University of Texas, Austin's McCombs School of Business just a few months later.
Since then, more than 60 business schools, both grad and undergrad, have built trading rooms. And according to the hardware and software vendors who outfit the labs, most of that growth has occurred within the past two years.
Fundraising Gold
In truth, "trading room" is a misnomer. It's really little more than a standard computer lab gussied up with dual-screen monitors, financial software, and flashing stock tickers. The goal isn't to create a campus full of day traders, but rather, to house electronic sources of financial and investment data for simulations or research—no actual trading occurs.
Trading labs are used as classrooms for finance courses in investing or futures markets, a place where students can analyze real-time and historical financial data or use software to build and test investment portfolios. At many B-schools, the labs also serve as home base for the MBA program's student-run investment fund, as well as a facility for faculty research.
Besides their primary purpose—providing hands-on learning experiences for students—schools have seen that the trading rooms are useful marketing, development, and recruitment tools. As the cost of technologies such as LCD screens and personal computers has decreased, the overall cost of building a trading room has also gone down. That means trading rooms are proving to be increasingly cost-effective ways to recruit students and faculty, and to impress corporate visitors and alumni.
Paying Attention
Several schools have also found other lucrative ways to open up their trading labs to the community. Bentley College, for one, uses its trading room to host a summer camp for high school students called Wall Street 101, introducing them not only to the exciting world of finance, but also to Bentley College. As Bentley can attest, a top-notch trading lab can also go a long way toward enhancing the reputation and prominence of a lesser-known business school.
The trading-room boom also reflects the strong job market in the finance world. Finance positions are the most in demand for 2006, according to the latest Graduate Management Admission Council's Corporate Recruiting Survey. Beverly Hadaway, director of the EDS Financial Trading and Technology Center at McCombs, says one of the original aims of the school's trading room was to attract the attention of Wall Street recruiters, an initiative which she says has been "highly successful."
More
3 Comments:
aregon23 said...
How are things with you? Its been a while. Interestingly, I just posted something on the Johnson School's Parker Center which coincidently was the model for the Michigan trading floor.
Having said that, I think you are mistaken in calling trading rooms at schools a waste of time. I think they play a key role in setting the tone for people interested in research. The software alone would make any stock enthusiast's mouth water. What we hear from alumni who come back is the hedge fund they work at don't have the software they had back in school, this speaks a lot for the facilities.
Regarding Tepper dismantling their trading floor, I think that speaks a lot about the quality of their portfolio management program and the number of people they send to wall street every year.
Just my $0.02. Dave for MBA said...
As for schools with Financial Trading Centers or not, your probably right. But don't know enough of the numbers across schools to verify. I'm hoping you might have some numbers to qualify what your saying about the quality of Tepper's education to send people to Wall Street compared to Cornell(Johnson). I do think Cornell is more financially oriented form the get go though. There is no doubting that at all.
I hope all is well with you. What a ride you've been having! aregon23 said...
You will be surprised at how cheap these centers are to run. Companies that sell financial software usually provide the service free of charge to students. So the question of cost is moot.
This is a win win situation for both companies and students, since, the companies get their software in front of tomorrow's portfolio managers today and if they get them hooked, are assured of business in the future, much like Apple and Dell trying to get into the school system. The students on the other hand get to work on the latest and greatest financial packages available, and come up to speed on what Wall Street is using currently, whereby gaining an edge on the competition.
Tepper, I must say is a great school, just that its graduates are considered to be more engineer in, engineer out. They usually (not always) go out on Wall Street as quants versus fundamental analysts. Which was the point I was trying to make with my comment on their portfolio management program.
Are you checking emails these days or are you too busy? I will shoot you an email, if I am reasonably confident you will see it and reply. :)
So the Ivy League university last year hired a dean with Harvard and Stanford credentials to reinvent the Yale School of Management, founded three decades ago with a goal of bridging public and private management. The new dean, 41-year-old Joel M. Podolny , started by tossing out the school's curriculum and fashioning a new one. His goal: to lift Yale into the pantheon of elite business schools that includes Harvard, Stanford, and the Wharton School at the University of Pennsylvania.
"This school aspires to be in that pantheon," Podolny said in an interview. "It requires an ability to take risks, to teach outside our comfort zone. There is a deep-seated belief in this institution that our mission is so important -- to educate leaders for business and society -- that we have to set out a model that other schools will want to emulate."
Podolny, who arrived here from Harvard Business School in July 2005, immediately began working with the Yale management school faculty, students, alumni, and recruiters to remedy what most agreed was a disconnect between its MBA curriculum and how management plays out in today's business world. The result was a decision to scrap traditional courses like marketing, finance, and organizational behavior, which aligned with the "siloed" structure of businesses in an earlier era, in favor of an interdisciplinary approach that seeks to integrate the challenges and interests 21st century managers will face.
The new curriculum was unanimously approved by the faculty last March. Its centerpiece, set to be rolled out today, is a series of "organizational perspectives" courses focused on managing external constituencies like state and society, customers, investors, and competitors, along with internal constituencies such as innovators, operating executives, fund managers, and employees. Another course, which commenced last month, explores how multi discipline management careers unfold today, a subject seldom encountered in business schools.
"What happened here is we just destroyed the old curriculum and built a new structure," said Jonathan Feinstein , a professor of economics who designed and is teaching the careers course.
Podolny unveiled the new curriculum last winter in time to attract applicants. One result was a "yield rate" -- the percentage of admitted students who accept the school's offer -- of 43 percent for the class that entered in September, an increase from the 37 percent yield rate over the previous year.
Full Article
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Organizational Behaviour Essentials
BERKELEY, Calif., Oct. 26 (AScribe Newswire) -- In a move closely aligned with its "Leading Through Innovation" strategy, the University of California, Berkeley's Haas School of Business is offering a new required course that features a sweeping assessment of each MBA student's leadership skills and a roadmap for strengthening those skills.
The Haas School began offering the new leadership course to first-year full-time MBA students Oct. 23. The centerpiece of the class is a comprehensive, 360-degree assessment of each student's leadership skills, based on nine confidential evaluations completed by former bosses, co-workers, peers, and clients before the class begins.
"We are a school of innovation, and innovation requires immense leadership talent," says Professor Jennifer Chatman, one of the Haas faculty members who developed and is teaching the new course. "The school's commitment to developing successful leaders is dramatically demonstrated by this new core course."
The new course also will be taught in the Evening & Weekend core MBA program beginning in the 2007-08 academic year.
See the full article
EMBA ranking 2006: The world is your oyster
Della Bradshaw
Published: October 23 2006 10:38 | Last updated: October 23 2006 10:38
For many people it is probably hard to understand why Yashwant Singh, a resident of the city of Pune,160km east of Mumbai on India’s western coast, chose to study in Barcelona for his executive MBA – an MBA degree for working managers. But for Mr Singh, an executive at Bharat Sanchar Nigam (BSN), India’s largest telecoms operator, the decision to enrol on the Global Executive MBA at Iese Business School was straightforward. “I was looking for an experience and for exposure in Europe, not in Asia.”
He is one of a growing number of executives prepared to put up with a 13-hour flight – the time it takes to get from Mumbai to Barcelona – to study internationally. And business schools are ensuring they can attract candidates from a distance by designing programmes that enable participants to do this. Out are midweek and weekend programmes; in are programmes where study is concentrated in blocks of one or two weeks, interspersed with online teamwork.
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Nowhere is this more true than on degrees offered jointly between two or more business schools in two or more locations.
Lyn Hoffman, programme director for the EMBA Global London Business School runs with Columbia in New York, believes the format of this dual centre programme is compelling.
“The two cities are the greatest learning laboratories and we have a serious portfolio of assignments outside the US and the UK.”
The EMBA Global entered the Financial Times EMBA rankings this year in the number two slot. Both Columbia and LBS also offer single degree programmes based in New York and London, which were ranked 11 and seven respectively.
When schools have a portfolio of EMBA degrees, the trick is to ensure the fit is right between the student and the programme, says Jaki Sitterle, managing director of executive programmes at the Stern school at New York University. NYU has a part-time MBA intended for those around the age of 30, an EMBA intended for those around the age of 35, and is one of three participants in the Trium programme, ranked for the first time this year in the number four slot.
Trium is intended for managers with an average age of 40 and was designed jointly with HEC Paris and the London School of Economics and Political Science – LSE provides the geopolitical component for the course.
According to Ms Sitterle, candidates on Trium are those who need more than a general management degree. “They need management within the geo-political context...I don’t believe there is any other programme in this space.” The focus of the programme was determined in the first discussions, says Bernard Moingeon, associate dean for executive education at HEC. “When we started we said: what are the needs of top guns in global companies...All the content focuses on the impact of globalisation on companies.”
In the five years since the Trium programme was launched the class size has doubled. In London, Ms Hoffman says she forsees a second stream of the EMBA Global being recruited – the restrictions at the moment are largely space on the LBS site.
Other joint degrees are proving equally successful. The Kellogg school at Northwestern University, which has three programmes in the top 13 in the 2006 Financial Times EMBA rankings, has pioneered the art of working with overseas schools, offering joint degrees in Frankfurt, Tel Aviv, Hong Kong and Toronto as well as single degree programmes on its home campus in Chicago and second campus in Miami.
This year for the first time the 300 students enrolled on the six programmes will study for elective, or optional, courses at any of the other five schools, and their home campus.
This year 60 per cent of the students are taking the opportunity to study at one of the other partner schools as well as studying in Evanston (Chicago). Julie Cisek Jones, assistant dean and director of EMBA programmes at Kellogg, says there has been a broad interest in studying on all the partner school campuses.
“Each campus’s coursework highlights the expertise of that campus or the nuances of doing business in that region,” she says. Hong Kong University of Science and Technology has been particular popular with those participants interested in doing business in China and Asia; the Leon Recanati school at Tel Aviv University has been a focus for entrepreneurship; and the Schulich school at York University in Canada has been popular with those interested in sustainable business.
Meanwhile, the University of Chicago Graduate School of Business prefers its the “pure Chicago” model, using its own professors to teach on its three campuses in Chicago, London and Singapore. Like the professors, the students can work on the different campuses.
The programme retained its number six slot this year in spite of the entry of the two joint degrees above it.
Even the more domestic programmes are beginning to tap into the flight culture and attract participants from overseas.
At Instituto de Empresa in Madrid, for example, the Spanish language EMBA is attracting students from Portugal and even South America.
Alongside the growing demand for an international experience on the EMBA, there is a growing demand for EMBA programmes outside the traditional homeland of the US, says Ms Hoffman at LBS.
“The number of EMBA programmes is growing every year, with most of the growth coming from Europe and South America.”
Quoting statistics from the EMBA Council, the industry organisation, she says 47 per cent of EMBA programmes were from outside the US in 2005, compared with just 29 per cent in 2003.
She argues that this statistic might underestimate the growth of new EMBA programmes in areas such as Asia which are not on the Embac radar screen.
Not surprisingly none of the top EMBA programmes come cheap.
These days it is commonplace for a top EMBA programme to cost more than $100,000. Indeed the higher up the rankings you aim, the more expensive the programme, it would seem.
The Wharton school at the University of Pennsylvania costs $136,308 if you study in Philadelphia, $145,380 if you study in San Francisco. The Columbia/LBS Global Executive MBA, by comparison, is $120,000, while Trium costs $116,900.
But what the data collected for the 2006 Financial Times ranking shows is that for many people on these programmes, this can equate to as little as six months salary.
Copyright The Financial Times Limited 2006
London has increased its lead as the hottest city for executive MBA degrees according to the latest ranking from the Financial Times. However, the Wharton school at the University of Pennsylvania retains its number one slot in the global EMBA rankings.
According to the rankings, four out of the top seven programmes in the ranking of 85 EMBA programmes are taught wholly or partly in London. These include two programmes taught by London Business School, including the EMBA Global joint programme with Columbia in New York, one EMBA run by the University of Chicago in London and the Trium EMBA run jointly by the London School of Economics and Political Science, the Stern school at New York University and HEC Paris.
Other top cities are Hong Kong, Shanghai and New York, while the EMBA programme from Instituto de Empresa, in Madrid was ranked five.
To view the rankings and read the articles, please go to the EMBA 2006 special report and the interactive EMBA 2006 ranking.
Rank 2006 School Name Country
1 University of Pennsylvania: Wharton U.S.A.
2 Columbia/London Business School U.S.A./ U.K.
3 Kellogg/Hong Kong UST Business School China
4 Trium: HEC Paris/LSE/New York University: Stern France/ U.K./ U.S.A.
5 Instituto de Empresa Spain
6 University of Chicago GSB U.S.A./ U.K./ Singapore
7 London Business School U.K.
8 Washington University: Olin China
9 Duke University: Fuqua U.S.A.
10 Northwestern University: Kellogg U.S.A.
11 Columbia Business School U.S.A.
12 Purdue/Tias/CEU/GISMA U.S.A./ Netherlands/ Hungary/ Germany
13 Kellogg/WHU-Otto Beisheim School Germany
14 Warwick Business School U.K.
15 City University: Cass U.K.
15 Chinese University of Hong Kong China
17 Ceibs China
18 New York University: Stern U.S.A.
19 IMD Switzerland
19 Cornell University: Johnson U.S.A.
(Click on the graph below to see the full rankings.)
Download PDF of all categorical rankings
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Dave for MBA said...
Overall, 28 percent of Tepper students are international, with students from 25 countries in this year’s class compared to 21 last year. Women represent about one-fifth of Tepper’s entering class and underrepresented minorities (African Americans, Hispanic Americans and Native Americans) continued at about 10 percent.
About 92 percent of incoming students held full-time jobs before entering the MBA program, and the average number of years on the job held steady at just more than four years. Included among the incoming students are a neurosurgery resident, a member of the Peace Corps who worked in Cameroon, a patent examiner and a member of the U.S. Coast Guard.
"Tepper’s focus on the intersection of technology and business teaches future leaders of any background the analytical skills for solving complex problems in an interdisciplinary and collaborative environment. That experience develops the confidence to make an immediate and strategic impact on their organizations," said John Mather, executive director of the Tepper School’s master’s programs.
This year also saw a large increase in enrollment in Tepper’s FlexTime program, offered to Pittsburgh-area students who want to earn their MBA while continuing to work. The FlexTime program has 68 new students this year compared to 55 last year — a 24 percent increase. In addition, 61 new students enrolled in Tepper’s corporate-sponsored FlexMode program, in which professors teach students at companies throughout the country via live video conferencing. Students receive the same MBA curriculum from the same instructors in each of the three methods of delivering the program (full-time, FlexTime and FlexMode).
Tepper’s innovative Master of Science in Computational Finance (MSCF) program — taught both at the Tepper School in Pittsburgh and in New York — welcomed 83 new students for 2006. The interdisciplinary MSCF degree is a 17-month program that draws its course content from four Carnegie Mellon colleges: the Mellon College of Science (math), the College of Humanities and Social Sciences (statistics), the H. John Heinz III School of Public Policy and Management (information technology), and the Tepper School (finance). Tepper also enrolled 20 new Ph.D. candidates, representing 10 countries. Of the new doctoral candidates, eight (40 percent) are women.
Enrollment in the Tepper School’s Bachelor of Science in Business Administration program numbers 82, representing eight different countries, with an average SAT score of 1360. About 43 percent are women.
Tepper is one of 27 U.S. schools to maintain membership in the Forte Foundation, which aims to increase the number of women in business by encouraging their admission into graduate business programs. It is also one of 13 U.S. schools that belong to the Consortium for Graduate Study in Management, a 40-year-old organization that promotes diversity and inclusion in American business.
(Source)
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CANADIAN MARKET INTERESTS INTERNATIONAL BUSINESS SCHOOLS
DRIVES EXPANSION OF THE MBA TOUR
Toronto – In 2005 alone, over 6,300 Canadians took the GMAT, the Graduate Management Admissions Test, a prerequisite for most MBA programs. Canada is third globally following the United States with 135,626 and India with 7,206 GMAT takers.
Canada is drawing attention from countries like England, Spain, China and the United States as they view the Canadian market one with untapped potential. The MBA Tour announced its expansion into Canada and its plans for three free-admission conferences in Vancouver on October 30, Toronto November 1 and Montréal on November 2.
“Canada has a reputation for quality education, young intelligent professionals who are interested in excelling in their careers and businesses that are well respected internationally,” said Peter von Loesecke, Managing Director, The MBA Tour, citing the reason for the expansion. “Business schools around the world are responding to that. They are asking us to help put them in front of the next generation of Canadian business leaders,” he said.
Canadians are seen as unique students because they often speak more than one language, are educated in a respected academic system and are comfortable living in a multicultural environment. Attending the Canadian conferences are 34 schools from nine countries. This is the most diverse interest shown by countries from around the world in a conference put on by The MBA Tour. International school representatives identify Canada’s multiculturalism and the open attitude of Canadian students to travel abroad as the reason.
“Top students from around the world come to Cornell to earn their MBA and each year we attract a strong group of Canadian applicants from nearly every province,” said Richard Sawyer, Director of Admissions and Financial Aid for Cornell University’s MBA program at Johnson School. “Our affiliation with The MBA Tour further solidifies our exposure to the best and brightest Canadian students.”
The MBA Tour conferences in Canada are preceded by The MBA Tour Decision Week, October 24-28. The awareness building initiative campaign is aimed at helping prospective MBA students consider the key issues that impact their decisions to apply to MBA programs. Prospective MBA students will be able to discuss their questions and decisions at an event locally: Vancouver October 30th 5:00 pm at the Marriott Vancouver Pinnacle Downtown; Toronto November 1st 5:00 pm the Metro Toronto Convention Centre and in Montréal November 2nd, 5:00 pm at the Centre Mont-Royal. Admission is free.
The MBA Tour is unique in that it offers plenty of opportunities to network with alumni, business school admission representatives, and naturally, other like minded education enthusiasts. Top business schools attending the conference include Cornell, UCLA, Berkeley, ESADE, and INSEAD.
Established in 1993, The MBA Tour is committed to ethical international recruitment that emphasizes the personal interaction between the business schools and prospective students.
It is worth checking out www.thembatour.com. Dave for MBA said...
Create an online account to get the essay documents for yourself
Essay Questions:
1) Describe in a brief essay (do not exceed 250 words per section - 750 words maximum):
a) your post-MBA short-term goals (immediately after graduation),
b) your post-MBA long-term goals (3-5 years after graduation), and
c) how your professional experience, when combined with an MBA degree, will
enable you to achieve these goals.
2) Complete one of the following three statements. Do not exceed 250 words.
a) "My most significant accomplishment to date is…"
b) "People may be surprised to learn that I…"
c) "I am considered a leader because…"
3) Answer two of the following questions. Do not exceed 500 words per question.
a) The Marshall MBA Prime Program prepares students for doing business in a global
economy. Describe a cross-cultural experience that challenged you. How did you
meet this challenge and what did you learn from this experience?
b) USC has garnered national acclaim for its emphasis on community outreach and
service. How have you impacted your community?
c) We all experience significant events or milestones that influence the course of our lives. Briefly describe such an event and how it affected you.
4) Optional Essay: Please add any additional information that you would like the
Admissions Committee to consider in evaluating your application. Do not exceed 250
words.
For Re-Applicants Only:
If you have applied within the past two years, you are required to submit only one essay.Describe any significant professional, personal, or academic growth since your last application to the USC Marshall School of Business. Discuss your specific professional goals and how the USC Marshall MBA will help you to achieve these goals. Do not
exceed 500 words.
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By the time I start, I'm already behind. As I slip into a seat in the back of a very full classroom on Dartmouth's Hanover (N.H.) campus, professor Peter Regan is lecturing on bond pricing to the group of students about to enter the Tuck School of Business MBA program.
It's the second day of the Tuck pre-orientation math-refresher program, familiarly known as math camp. On Day 1, they had already gone over the basics of financial math and Excel skills. Having skipped the first class meeting, I'm at something of a loss.
Labor Week
I glance around conspiratorially, but everyone else seems to be working intently on the problem set at hand. It looks as if they actually know what they're doing. But my classmates have been business-school students for only a single day: Did they really already absorb this stuff? I quickly take stock of my aisle seat, close to the exit, just in case.
The Pre-Orientation Program (PEP) at Tuck constitutes a crash course in MBA math skills. Think introductions to spreadsheets, finance math, accounting, microeconomics, calculus, statistics, and decision science, all compressed into the week before Labor Day. Students invited to PEP often come from less-analytical backgrounds than their soon-to-be classmates, and the week is intended to get them up to speed. Open to interpretation are the questions: How are those five days defined? And are they a summer camp—or boot camp?
I joined Tuck's preenrollment program for three days, right in the middle of the week, as former marketers and air force pilots began to reinvent themselves as elite B-school students. A few years ago, at my own college graduation, a dean leaned forward over her lectern and gravely declared, "You know that recurring nightmare, the one where you're in a math exam and you've forgotten to study? It never goes away."
Read the rest of the article
After listening to this podcastof this weeks front cover BusinessWeek article, I was quite upset. Alarms went off in my head about how this could be a catalyst for another bubble crisis or the entering into a U.S. depression with thousands of jobs lost.
I'll just summarize the main point of this article. There are hundreds of private-equity transactions that have occured over the last few years where businesses are bought by private-equity firms. The same private-equity firms pays themself a dividend or fee for the purchase which is reasonable to some extent, but has beeen taking on horendously unethical levels. Case in point.... the p-e company that recently bought Hertz from Ford for roughly 3.5 Billion paid themself a 1 Billion dollar dividend. Crazy!!!!! Normally, much of the money comes from cash on hand or additional loans that is essentially a levy on the value of the company. How is this legal? I don't know who is more stupid here....the Bank that gives the loan, the private-equity firm that really thinks this won't have repercussions on our economy or our government for not having laws yet in this area. According to the B-Week article, they reviewed a little over a 100 transactions and found about 15% of them to have crossed the line on ethical financial management practices.
I wish I had the time to research the people who head up these private-equity firms. Many of the leaders of these firms are sure to be B-School grads. The actions of some of these private-equity firms need national attention. I'm so happy that BusinessWeek put out this article. Bravo BusinessWeek!
If I had the time, I'd make a list of the top 6-15 managers in each company that clearly show questionnable actions based on this article and then trace back which Business Schools they graduated from. I'd check on their donations back to the schools and make each Dean, Admissions Director, Career Center Director and Finance Chair aware of this article and that John XXX or Jane XXX from their school was part of the companies in question. This is a real ethics crisis issue. I hope you will take the time to read the article and/or listen to the audio of the podcast below. More importantly, I hope some of the readers of this Blog entry who have more time will do something about this.
Gluttons At The Gate
Private equity are using slick new tricks to gorge on corporate assets. A story of excess.
Click the play button below to listen to the Audiocast.
Note: If you are using Internet Explorer, don't worry about the security message. Just ignore the message, the player will begin playing the audio file on your computer and will not require you to directly download it to your computer.
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BusinessWeek:Gluttons at the Gate Podcast
Three weeks after giant private-equity firm Thomas H. Lee Partners agreed to buy an 80% stake of Iowa Falls ethanol producer Hawkeye Holdings in May, Hawkeye filed registration papers with the Securities & Exchange Commission to go public. The buyout deal hadn't even closed yet, but Thomas H. Lee was already looking forward to an initial public offering expected to generate a huge profit on its $312 million investment. The firm didn't just cross its fingers and wait, however: It took $20 million from Hawkeye as an advisory fee for negotiating the buyout and a $1 million "management fee"--and will soon take about $6 million to meet its own tax obligations. All told, Thomas H. Lee will collect payments of around $27 million by yearend--despite Hawkeye's having earned just $1.5 million in the six months through June.
These are crazy times in the private-equity business. It used to be that buyout firms would spend 5 to 10 years reorganizing, rationalizing, and polishing companies they owned before filing to take them public. Thomas H. Lee couldn't have created much lasting economic value in the three weeks before the filing, but that didn't stop it from writing itself huge checks from Hawkeye's ledger. Thomas H. Lee and Hawkeye declined to comment.
Buyout firms have always been aggressive. But an ethos of instant gratification has started to spread through the business in ways that are only now coming into view. Firms are extracting record dividends within months of buying companies, often financed by loading them up with huge amounts of debt. Some are quietly going back to the till over and over to collect an array of dubious fees. Some are trying to flip their holdings back onto the public markets faster than they've ever dared before. A few are using financial engineering and bankruptcy proceedings to wrest control of companies. At the extremes, the quick-money mindset is manifesting itself in possibly illegal activity: Some private equity executives are being investigated for outright fraud.
Taken together, these trends serve as a warning that the private-equity business has entered a historic period of excess. "It feels a lot like 1999 in venture capital," says Steven N. Kaplan, finance professor at the University of Chicago. Indeed, it shares elements of both the late-1990s VC craze, in which too much money flooded into investment managers' hands, as well as the 1980s buyout binge, in which swaggering dealmakers hunted bigger and bigger prey. But the fast money--and the increasingly creative ways of getting it--set this era apart. "The deal environment is as frothy as I've ever seen it," says Michael Madden, managing partner of private equity firm BlackEagle Partners Inc. "There are still opportunities to make good returns, but you have to have a special angle to achieve them."
Like any feeding frenzy, this one began with just a few nibbles. The stock market crash of 2000-02 sent corporate valuations plummeting. Interest rates touched 40-year lows. With stocks in disarray and little yield to be gleaned from bonds, big investors such as pension funds and university endowments began putting more money in private equity. The buyout firms, benefiting from the most generous borrowing terms in memory, cranked up their dealmaking machines. They also helped resuscitate the IPO market, bringing public companies that were actually making money--a welcome change from the sketchy offerings of the dot-com days. As the market recovered, those stocks bolted out of the gate. And because buyout firms retain controlling stakes even after an IPO, their results zoomed, too, as the stocks rose. Annual returns of 20% or more have been commonplace.
The success has lured more money into private equity than ever before--a record $159 billion so far this year, compared with $41 billion in all of 2003, estimates researcher Private Equity Intelligence. The first $5 billion fund popped up in 1996; now, Kohlberg Kravis Roberts, Blackstone Group, and Texas Pacific Group are each raising $15 billion funds.
And that's the main problem: There's so much money sloshing around that everyone wants a quick cut. "For the management of the company, [a buyout is] usually a windfall," says Wall Street veteran Felix G. Rohatyn, now a senior adviser at Lehman Brothers Inc. (LEH ) "For the private equity firms with cheap money and a very well structured fee schedule, it's a wonderful business. The risk is ultimately in the margins they leave themselves to deal with bad times."
Read the rest of the article here
His application to the MBA Program caught the attention of Managerial Economics professor Howard Raiffa, "who pulled my application aside and asked whether I'd like to get a doctorate instead," recalls Light. After discussions during a visit to the campus, Light agreed to enter a new doctoral program in decision and control theory, a joint program between HBS and Harvard's Economics and Applied Mathematics Departments. "The underlying logic of much of decision and control theory was similar to the underlying structure of how we at JPL would design trajectories and track and control a spacecraft," says Light. "So intellectually, though this doctoral program was in a business school, it included some coursework similar to what I had been doing at JPL."
As his doctoral work progressed, Light became "more and more interested in the Business School side of the joint program." He found mentors in Raiffa and finance professor Eli Shapiro, who encouraged Light's growing fascination with markets and investment. In addition, he worked half-time with a Boston-based management consulting firm on the strategy problems of several important corporate clients. He soon decided to focus his full attention on HBS. As the first graduate of the joint doctoral program in the winter of 1969-70, he joined the HBS faculty.
[Full Article]
BEIJING, Oct.17 -- Stanford Graduate School of Business has lowered its age requirement for Chinese applicants, and will now start receiving undergraduate applications, Oriental Morning Post said today.
Stanford's new policy was announced on Friday in Shanghai, following the Wharton School of the University of Pennsylvania, which said a short time ago that they greatly encourage Chinese applicants with less than two years of work experience.
Seda Mansour, a vice director with the Stanford business school's recruitment office, said the school focused more on an applicants quality of work experience rather than the length of work period.
"Our school welcomes undergraduate applicants with outstanding experience," Mansour said. But they have to finish their college education before they go to Stanford.
Mansour brought the latest individualized courses to Shanghai. In the new schedule, each class has 15 students, rather than the original 40 to 50 students. The school has also hired more experienced professors, with the total number increasing by 5 percent to 10 percent.
The new course includes more international exchanges and focuses on developing students' leadership and communication skills.
Meanwhile, the school will offer scholarships equal to one third of the tuition fee and student loans for the remainder.
"The school will pay off the loans of students from developing countries as long as they go back to serve their home countries after finishing their studies in the United States," Mansour said.
(Source: Shanghai Daily)
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aminoglycoside said...
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Richard Schmalensee, dean of the MIT Sloan School of Management, is to step down at the end of the academic year. A faculty member since 1977, Prof Schmalensee will return to teaching and research.
Since taking the helm in 1998, he has helped raise $220m and was the driving force behind the merger of two of the school’s programmes – the Sloan masters programme and the management of technology programme – to form the MIT Sloan Fellows programme in innovation and global leadership.
He has overseen the creation of the Global Leadership Lab and the MIT Leadership Center.
“With the new building set for ground-breaking, and a lot of positive changes in place, the end of this academic year is a natural time for transition,” Prof Schmalensee said.
“I still have a lot of work to get done between now and June 30, so I don’t really have time for any major reflection. But I do believe I’ll be leaving Sloan strong and well positioned to play a major leadership role in the next wave of innovation in management education.”
www.mitsloan.mit.edu/
Skaug becomes CCL chairman
The Center for Creative Leadership, the non-profit educational institution based in North Carolina, has named Ingar Skaug as chairman of the board of governors.
Mr Skaug, group chief executive of the shipping company Wilh. Wilhelmsen, replaces Thomas Hearn, president of Wake Forest University, North Carolina, on the CCL board.
www.ccl.org/
Business school body names chief
The Association of Business Schools, the representative body for UK business schools, has named Michael Osbaldeston as its next chairman.
Prof Osbaldeston, director of the Cranfield School of Management, will hold the position for two years. He succeeds Arthur Francis, dean of Bradford University School of Management.
www.the-abs.org.uk
CEU-Budapest Appoints New Dean
CEU Business School located in the Hungarian capital of Budapest has appointed Adam Teratik, acting dean since the departure of Ferc Partos. Mr. Teratik is the former regional head of Ernst & Young professional services. He is currently focusing on a 5-year business plan to increase the capabilities and brand recognition of his institution.
"I will be examining carefully how we can ensure further efficient expansion of the school without adding too much pressure to staff and faculty."
Manchester Business School opens in Dubai
MBS Worldwide recently opened its new centre in Dubai with much success. The programme serves +100 students, who are studying on 3 MBS programmes: construction managers, finance professionals, and engineers. The MBA degree is awarded to all participants. This is the third MBA centre run by Manchester; the others are in Singapore and Hong Kong. Randa Bessio directs the Middle East region. *last-change*
Fashion & Luxury take centre stage in France and China
Contrary to common knowledge, fashion and luxury are not just about glamour and rapid earnings. This is an extremely complex business, which thrives on managing creative talent, permanent innovation, and a permanent search for capable management with vision.
Three major institutions have put together an advanced management program in Fashion & Luxury, which will start this September 2006. The institutions involved are: Tsinghua University, the Institut Francais de la Mode, and HEC-Paris. The new programme will focus on the following key areas:
Globalisation and Innovation, Product Strategy, Communication & Retail, Value Chain and Business Models, Brand management, Luxury & Fashion Culture.
The courses are to be delivered by experts from HEC-Paris, Tsinghua SEM, and IFM. Participants will be international and constitute corporate leaders and high potential managers. The programme was officially launched in April 2006 with + 200 participants from China, France, and other countries. Invited speakers were world-renowned and included the Gucci Group, LVMH, Modern Media Group amongst others.
The focus of the forth-coming programme is to better develop knowledge of current practices in international management. The partnership has the backing of major corporate groups and constituent government authorities in France and China.
Wharton Global and Spanish schools join forces
Wharton's Global Family Alliance, IESE Business School and IEF, Spain's Family Enterprise Institute have signed a four-year agreement to work together on family business research projects. These institutions have a shared commitment to promoting the importance of family business and the key role they play in the growth of the world economy.
"Combining our resources will create a formidable knowledge base that will prove beneficial not only to family firms, but to the communities in which they are invested", stated Raphael Amit, chairman of the Wharton GFA executive committee.
Tuck's Career Development Office Gets Top Marks
The class of 2005 saw average total compensation of almost $150,000 reflecting more than a 30% increase over the past two years. Across the board, companies are recruiting aggressively. This strong market demand will likely exert pressure to increase compensation. With over 600 companies recruiting, key recruiters were Apple, Novartis, and Deutsche Bank. Fifty consulting firms hired Tuck graduates and 10% of the graduates joined private equity firms and investment banks.
Tuck Career Development Office predicts that the trend is upward for those people interested in strategy consulting, investment banking, private equity and other key sectors. 96% of all graduates looking for a job had at least one offer by the summer. Similarly trends are expected according to Richard McNulty, director of the CDO for the past three years.
Smith School wins accolades for executive education
Executive Education at the Smith School of Business at the University of Maryland has come of age. The programme was launched in 2001 and was recently ranked by the Financial Times and other media for its distinctive approach to designing customised management programme. The programme provides a multidisciplinary curriculum that tackles the key issues of value creation and organisational effectiveness. Ranked No.4 by the FT in the category 'value for money', the school serves leading multinationals such as Lockheed Martin, Hughes Network Systems, Northrop Grumman and others.
"Our executive education programmes are of the same calibre as our top-ranked MBA and undergraduate programme", said Howard Frank, the current dean of the school, What is also clear is the high degree of satisfaction that our corporate clients and participants feel on the return on investment, the school's involvement in creating a programme that is custom-tailed to their needs and - the highest compliment- that they can't wait to come back".'
The school has an excellent reputation and recently is gaining more international praise for its management education and research for the digital economy
Ivey features cross-enterprise leadership
The Richard Ivey School of Business at the University of Western Ontario has launched a new programme in Cross-Enterprise Leadership, according to Hussein Waheedi, a Canadian correspondent for Whitefield Consulting Worldwide.
"The school is a pioneer in this sector and has developed a learning approach, which is focus based, cross-functional, experiential, and action oriented. They have developed a case method, which is distinct from HBS. What I discovered from my investigations is that students are immersed in real-world problem solving where flexibility and creativity are valued.
Managers today understand that that Globalisation, Consolidation, and Technology do not fit into neat boxes with ready-made solutions. Leaders must leverage change to deliver product and service excellence. The Ivey programme trains future business leaders to do just that. By spanning an entire organisation it is possible to see how decisions are made and to take decisive action. With a top-notch faculty, potential business students should seriously evaluate one of Canada's leading MBA programmes.
Stern (NYU) turns to 'live' cases
The study of luxury retailers is hot for many prospective MBAs. The subject is glamorous and attracts many candidates who would like to work for one of the major groups such as LVMH. At Stern this year, a unique approach was implemented during one of the offered courses in business strategy. Students went onsite to investigate the mechanics of luxury retailing at Barneys, a recognisable name brand for fashion conscious New Yorkers and Americans.
What made the study worthwhile were the unique conditions of the panel exchange and the quality of the participants. MBA students had the benefit to hear from the principal actors, which included a panel of Barneys executives: Kevin Dyson, Senior Vice President; Steven Feldman, Chief Financial Officer, and Shelly Greenhaus, President, Whippoorwill Associates one of the firms credited with turning around this institution.
Deputy Dean Russell Winer moderated the discussion. A wide range of topics were addressed such as the roots of a family run organisation, overcoming bankruptcy, creating a stable financial environment, and finally, how to further exploit the brand equity.
During the discussion, Steven Feldman commented on Barneys' recent expansion to Boston: "We are extremely deliberate about where we open Barneys stores, and how many we open. It is important for us to keep the essence of Barneys and maintain the integrity of the brand".
Kevin Dyson, who has been with this institution during its trials, remarked on how important it was to keep the focus on the customer; while Shelly Greenhaus added why Barneys was an attractive acquisition.
In concert with Stern's commitment to suing New York City as a laboratory for learning, the Barneys case is one of several New York case studies the school has integrated into the curriculum. During the MBA programme, students also have the chance to study 'live' cases on the Metropolitan Opera and the Mets baseball franchise.
Conference on Emerging Markets at Darden
March 28-29, Darden will host the 5th annual conference on, "The Financing of Corporations in Emerging Markets" with the World Bank to be held at the bank's HQ in Washington, D.C.
The Issues to be highlighted are practices surrounding the financing of corporations in emerging countries such as the challenges and opportunities, which face firms to access capital on domestic and international markets. Joseph Stiglitz, Nobel Laureate, will deliver the keynote address at the March 29 luncheon. The will be opened by the current dean, Paul Bruner, a committed believer in these developments.
"Investing in emerging markets is a powerful instrument for social change", Bruner says, adding "By funding and sharing the best practices in business, we stand to improve the efficiency of investing in emerging markets. As efficiency rises, the well-being of millions trapped in poverty is bound to rise, too".
The lofty goals of the conference are geared to bring practioners and scholars together for a robust exchange of ideas and to generate serious and practical results and research on these timely issues. The following topics will be addressed at this event:
Institutions and governance
Political economy and internationalisation
Cross-listing
Capital structure
Institutional environment
To attend the conference, please contact: http://www.darden.virginia.edu/em/
Business Schools tap their inner strengths
Partnerships with other academic institutions have been the sine quo non for years. Business schools are expanding their global reach and even sharing each other's academic strengths. The Wharton-INSEAD Alliance quickly comes to mind as well as that timely dual degree programme offered by HEC and NYU Stern. A rediscovered trend is for a business school to build interdisciplinary links within its own institution. Part of the reason RSM Erasmus University is gaining much publicity lately is due to this strategic manoeuvre.
Across the Atlantic, The Sloan School of Management at MIT are old hands at this game. As Richard Schmalensee, dean at Sloan recently stated: "We're part of an incredible university. How dumb would we be not to take advantage of that?"
As most people are aware, MIT has been at the forefront in pushing diverse disciples to work together across departments. Demand from the students is keen and has the blessing of the dean. For example, the university's $50k entrepreneurship competition has been a university wide affair since it was launched in 1990. What is strange is that MIT was the exception rather than the rule. In the last 20 years, most business schools have branded themselves separately, claiming their independence from the university's to which they belong. Even Harvard and Stanford today are encouraging their students to profit from the rich resources across departments and disciplines on campus such as philosophy, law, and politics.
"Complexity of the business world is the driving force", claims Anthony Hopwood, dean of the Said Business School at Oxford, "Twenty years ago managers didn't need to know about science and technology, but now these subjects permeate every aspect of business. A modern business school has to have access to know-how on science, regulation, policy and government. Today MBAs need seamless access in a joined-up world".
Columbia's dean, Glen Hubbard with his entrepreneurial mind-set has been encouraging faculty members to increase the number of joint academic appointments with other schools in the university and boosting faculty to conduct joint research.
"I like to see research aimed at problems, not disciplines… One of the reasons that I am passionate about this is that if you want a university to come closer to the outside world, you need to come closer to other departments".
Even Harvard Business School is jumping on the bandwagon. Often accused of being insular, the business school is stepping-up its ties with other university departments. The school already offers joint degrees with the Kennedy School of Government and Law School. Since last semester, it began a dual degree programme with the Medical School. Further cooperation is now in place with the School of Education and they are currently setting up a healthcare initiative.
LBS launches Centre for Corporate Governance
This past week London business launched a Centre for Corporate Governance to lead international thinking and serve the needs of business and policy makers alike.
The new Centre is backed by Oracle, Freshfields Bruckhaus Deringer and Prudential, and aims to move governance practices beyond mere regulatory compliance towards providing independent research and recommendations of value to policy makers, corporations, investors and other interest groups.
Combining cross-disciplinary research designed to influence the corporate governance debate and focused on the needs of practioners, the Centre will be chaired Professor Julian Franks and be based at the School. It will examine contentious issues surrounding corporate governance, including shareholder activism, measuring CEO and board effectiveness, valuing corporate social responsibility, and the new demands on boards and how information management and systems can improve these.
BNP Paribas support Hedge Fund Centre at LBS
BNP Paribas is pleased to announce it is to fund London Business School's Centre for Hedge Fund Research and Education for three academic years to September 2008. This is the first time that BNP Paribas has funded a major initiative at London Business School.
The Centre will be renamed the BNP Paribas Hedge Fund Centre. It will continue to be led under the academic direction of Dr. Narayan Naik, Associate Professor of Finance at LBS. Since its establishment in 2001, the Centre has conducted research into the nature of risks taken by hedge funds in their trading strategies, a topic of particular interest to regulators as well as to potential investors. Among other topics, it also investigated the relationship between the ability of funds to attract new money on the one hand, and relative performance incentive fees, fund size and age, and capacity constraints on the other.
Healthcare MBA at Yale SOM
Yale School of Management has recently launched a new course for healthcare executives. The leadership in healthcare MBA combines faculty from the schools of medicine, public health and management to teach on the part-time, 22-month programme. Applicants must have a minimum of seven years' work experience. The first class begins July 2006.
Joint MBA/PhD
In addition, the school announced a joint MBA/PhD with the Yale School of Arts and Sciences. Students who follow the programme will finish in 7 years of combined studies.
"This programme allows students to combine the depth of inquiry associated with a PhD programme with the breadth of knowledge and skill development associated with an MBA", states Joel Podolny, dean of Yale SOM. The school is currently accepting applications for the academic year 2006-2007.
Financial Strategy diploma launched at Said
Said Business School is to offer a diploma in financial strategy, supported by the Institute of Chartered Accountants of England and Wales.
The masters-level course will cover organizational and marketing development, international business and information management. It will represent 20 per cent of an MBA in content.
Wilson Centre for Social Entrepreneurship
Pace University in New York will soon launch the Wilson Centre for Social Entrepreneurship thanks to a generous donation by Helen and Grant Wilson of $5million. It will offer research, training and advice for non-profit organizations, and enhance Pace's entrepreneurship course offerings to future students.
Melbourne Business School offers joint legal degree
Melbourne Business School has teamed up with Melbourne Law School to deliver a new degree: the Juris Doctor/MBA. The three-year programme will be available to lawyers with civil law degrees and professionals from other business practices. The degree will provide a legal education and an opportunity to diversify managerial skills. The first intake begins in January 2006.
Copenhagen joins European MBA consortium
The European MBA consortium has welcomed Copenhagen Business School. Originally founded by Mannheim Business School in Germany, the group also includes Warwick Business School (UK), ESSEC (France).
Participants at any of the schools can move from campus to campus to get a more innovative view of European business practices. Starting next year, Copenhagen students enrolled in the European MBA programme will be entitled to spend two of their study terms with partners.
ESC Grenoble goes to Tbilisi
Grenoble Graduate School of Business in France is launching an MBA programme next month in Tbilisi, Republic of Georgia. The programme has 14 participants and the organizers are hoping for more than 20 by the starting date.
In the last few years, ESC Grenoble has developed programmes with institutions in countries where it has identified a large growth potential in countries with needs for further business education such as Moldova, Russia, Malta, Serbia, Montenegro, and China. The ESC -Grenoble faculty delivers courses on site to local students.
Ashridge Business School Appoints New Representative in India
Ashridge recently announced that it has appointed Dr. Shona Purdy to represent its institution in India. Her mission will be to spread the brand awareness of how Ashridge can enhance the skills of India's future business leaders. She will be based in New Delhi.
As an associate faculty member, she is keen on her new appointment:
" Organisations are becoming more international and Ashridge is exercising a more dominant role in developing managers to the highest standards to meet today's complex business challenges. The institute offers a variety of options such as the MBA and tailored shorter programmes for executives and companies.
It is my belief that the uniqueness of the school is that we emphasize leadership and analytical management skills. Both are necessary to make things happen."
Prior to her joining Ashridge, Dr. Purdy worked for Ranbaxy Laboratories Ltd. in New Delhi. Her understanding of India makes her a real plum for Ashridge in addition to her significant experience in management consulting. The wealth of her experience should help Ashridge increase the number of Indian managers the school will recruit.
Audencia Targets Professional Experience
A recent analysis of the October 2005 class shows that Audencia Nantes is attracting a more mature age group of professionals. On average, participants have at least ten years of experience. Officials at the school state this is the most 'executive' class the programme has handled since its inception in 1984.
Normal recruitment requirements stipulate that only three years of expertise is needed to be able to apply to the full-time MBA programme. Students who graduated in 2005 had on average seven years in the field before beginning their studies, thus raising the level of interaction and intellectual stimulation as well as shared experience on case work.
The 2006 Class statistics confirm this trend. Such participants would not be out of place on an executive MBA programme. In addition to experience, the profile of the new class boosts that 70% are +30 years of age; while 18% are +40 years old. According to Andrew Taylor, attracting mature candidates has been one of the principal targets of Audencia, and he is quite pleased with the results.
International students have also been on the rise. The current ratio is 2:1 in favour of non-French professionals. Recent participants include members from Russia, Chile, Iran, and the Philippines. The school's recent accreditation should also boost the attractiveness of the MBA programme.
One explanation for the make-up of this year's intake is Audencia MBA's stress on business development. The programme aims primarily to equip managers with the tools and knowledge needed to act as in-company entrepreneurs capable of setting up and running business activity within new countries or markets.
Bidault at the helm of ESMT
The European School of Management and Technology appointed Francis Bidault to head its new MBA programme. EMST will welcome its first MBA cohorts in January 2006 in Berlin.
The school was founded in 2002 by 25 leading German companies and associates with the aim of building an outstanding first class business school in Germany. Francis Bidault is formerly from the Theseus International Institute in France.
Audencia Nantes Internationalises Further
Audencia Nantes is one of Europe's fastest growing business schools and is now beginning to receive the acclaim that it deserves. It is proving itself adept at pulling itself out of the traditional pack of French business schools, and putting itself on track to become one of the leading MBA programmes in Europe.
As part of its mission apart from academic excellence, Audencia has just signed agreements with City University (London) and Hong Kong and Korea University Business School (Seoul). The Association of MBAs, AACSB, and Equis accredit the programme. For MBA candidates contemplating study in France and seek a school with 67 overseas partnerships, Audencia Nantes deserves serious consideration.
Babson and HEC strike a deal
HEC Paris and Babson College announced a strategic partnership. The partnership will involve faculty exchange, student collaboration, and research projects. Since both schools are major players in delivering courses on entrepreneurship, this can only boost the depth of HEC in entrepreneurship, particularly in Europe.
Babson College has been one of the key recognized leaders in entrepreneurship in the USA. Within the Executive Education division, the two schools will establish joint-courses, and probably put into play distance-learning models to increase their cross-Atlantic partnership.
IEDC-Bled receives accreditation
Slovenia's IEDC-Bled School of Management was awarded the the UK based accreditation by the Association of MBAs. The current dean, Dancia Puig, is pleased recognizing that this will now allow the school to further internationalise its MBA program and begin to attract more qualified candidates from Eastern and Central Europe.
HEC Bolsters European Ties
The Associate Dean of HEC-Paris, Michel Raimbault helped to form a consortium with four of Europe's leading business schools. He states, "These are more than just joint-degree programmes. Students spend the first year of their Masters within their original institution. On completing the programs, students will receive two Masters of Science degrees from HEC and the other university.
The programme officially begins in September 2005. Twenty selected HEC students will be able to choose from 4 partners: Erasmus (Rotterdam), ESADE (Barcelona, Madrid), St. Gallen (Switzerland), and Bocconi (Milan). Selection will be based on academic performance, motivation, and linguistic skills. In return, HEC will receive students from each partner institution.
The double degree programmes are designed to give students deeper hands-on multicultural experience and allow them to select two majors. "Holding two degrees from some of Europe's elite academic institutions is clearly an advantage." said Michel Raimbault.
New Opportunity for Hong Kong Students
Starting in 2007, the University of Hong Kong will send up to 60 MBA students per year in a collaborative exchange programme to London. HKU students will be entitled to take electives for a 10-week period at London Business School. HKU students will complete the core programme however, in China.
www.london.edu
www.hku.hk
Building Leadership Skills
The Centre for Excellence in Leadership, a college for managers in the learning and skill sector in the UK, has developed a leadership qualities framework, which is unique in education.
www.centreforexcellence.org.uk
Oxford Executive MBA Celebrates
This month saw a second intake of students at the school's new management degree programme. Internationalism is fundamental to the programme, which consists of 14 one-week modules taught over 21 months. Students will be taught at the Said Business School, although residentially based at Templeton.
Half the students in the new intake come from countries beyond Europe, including the USA, Russia, China, and Saudi Arabia. The Oxford Executive MBA has been designed to build management competence generally with particular emphasis on entrepreneurship and finance. Through its modular structure it aims to achieve the intensity of a full-time MBA but without massive interruption to participants working and family lives.
Contact: emba-enquiries@sbs.ox.ac.uk
Audencia Nantes Launches Executive MBA
Audencia Nantes School of Management unveiled its executive MBA programme this month. Completing its MBA portfolio, the 18-month part-time programme will be taught in Nantes on alternative Fridays and Saturdays. Participants will undertake a real project set by their company so that their knowledge can be applied, as it is required.
www.audencia.com
IESE programme incorporates more flexibility
Feedback last year propelled IESE Business School in Spain to revamp its advanced management program. New programme strengths now include flexibility, coaching, and soft skills. Personal coaching allows participants to pair with an IESE professor to gauge progress.
The advantage of these improvements allows participants to further develop softer leadership skills such as trust and genuine communication skills.
www.iese.edu
Ashridge launches new international management development programme
In conjunction with the European Foundation for Management Development (EFMD), Ashridge has started a new programme entitled, LINK (Learning - Innovation - Networking - Knowledge). The LINK programme focuses on practical needs of those people with responsibility for their organisations' management development. Run as part of the Ashridge open programme portfolio, it will start in May 2005.
Eric Cornuel, director general of EFMD, chose Ashridge for its excellence in three core areas of executive education, consulting, and research. Participants will be introduced to the standards, principles and best practice 'building blocks' of management development.
Phil Anderson, Ashridge Programme Director concludes: "The role of management development is pivotal in organizations. The LINK programme provides the people responsible for this important strategic resource with the tools and expertise to apply the latest management development thinking and learning."
The programme is due to run September 20-22, 2005.
Europe Needs More Entrepreneurship
More needs to be done if Europe is to meet the objectives set out by the Lisbon European Council Objective of making the region 'the most competitive and dynamic knowledge-based economy in the world'.
Even though entrepreneurship education has grown 61% over the last years, a recent report sponsored by the European Foundation for Management Development states that this subject remains primarily an elective. In addition, networks between faculty teaching entrepreneurship across Europe are limited.
Recommendations include the formalisation of entrepreneurship in the curriculum and establishing better links with business and entrepreneurs.
"European universities must play a key role in promoting entrepreneurship and innovation, helping students learn not just how to start, but also how to grow enterprises and across national boundaries", according to EFER founder, Bert Twaalfhoven.
www.efmd.be
www.efer.nl
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www.onlineuniversalwork.com
By LOUISE STORY
Published: October 13, 2006
Some companies trying to attract M.B.A. students have been playing a version of beat the clock: offering bonuses that decline in value or disappear unless the student accepts the job by a certain date.
Mike Mergen for The New York Times
Stuart Chaffee attends Wharton.
Think of it as early admissions in the corporate recruitment world. The declining bonuses are a tactic this year largely in the finance and consulting industries, although other companies are using it as well.
The bonuses offered to the most promising summer interns, as much as $45,000 in some cases, will be cut in half or will be withdrawn if the students do not accept the job offers by an early deadline, typically the middle of October.
The clock is ticking. The students must decide if they sign on with their summer employer or skip the bonus, leaving them free to participate in on-campus interviews this fall.
“Given how competitive the recruiting environment is right now, we are seeing more of it than we saw three years ago,” said Sheryle Dirks, assistant dean and director of career management at the Fuqua School of Business at Duke University, where the number of companies signed up to recruit on campus is up 25 percent this fall. “It’s a good time to be looking for a job as an M.B.A.”
For the students who are certain they would like to work for their summer employer, the bonuses — sometimes also called incentive bonuses — are welcome. But for the students who are unsure, the bonuses add stress to their decision making.
“To all of us walking out of here with significant debt, $20,000 makes a big deal toward a comfortable second-year experience,” said Stuart Chaffee, a second-year student at the Wharton School at the University of Pennsylvania.
Mr. Chaffee worked at a consulting firm this summer that did not include declining bonuses in its job offers, which has made his decisions less stressful than it has been for others.
Many business schools ban so-called exploding job offers that require candidates to accept the job on the spot or lose the offer completely. Declining bonuses, however, are usually allowed because, though the bonus decreases or goes away, the job offer stays on the table.
Harvard Business School, on the other hand, does not allow declining bonuses.
“H.B.S. believes, and I agree, that students should not be making employment decisions based on undue pressure,” said Jana Pompadur Kierstead, director of M.B.A. career services at Harvard. “We don’t believe it makes for good decisions in the long run.”
Companies were reluctant to discuss declining bonuses and would not say how successful the bonuses are in luring students to make an early commitment.
“It gets into recruiting, which is, you know, a competitive sport, so to speak,” said John Campbell, a spokesman for Mercer Management Consulting, which offers the declining bonuses to students it wants to hire. “It’s a very competitive world out there for top students.”
Microsoft, another company that offers declining bonuses, said they were nothing unusual. “To attract the greatest talent, the company offers competitive salaries, sign-on bonuses and a strong benefits package," said Lou Gellos, a company spokesman.
Kraft has offered the bonuses for a couple of years. “It helps us manage our recruiting activity and staffing needs,” said Charlie Simpson, a spokesman for Kraft.
Companies that do not offer such bonuses criticized them as stressful for students and disruptive to the hiring market.
“In the last year or so, the M.B.A. market has started to shift from a second-year market to a first-year market,” said Julie Billingsley, a principal and manager of human resources at ZS Associates, a consulting firm. “There are fewer and fewer students looking during their second year. A lot of students take their summer offer.”
October traditionally has been peak recruiting season for many business jobs, but some business schools are finding that many students already have jobs by that time. At the Tuck Business School at Dartmouth College, for example, 80 percent of the students received job offers from their summer employers this year. Tuck expects that about 60 percent of those students will accept those offers, said Richard J. McNulty, director of career development at Tuck.
Other career directors and students at business schools say the declining bonuses make sense because they provide companies with greater knowledge about how many people they will need to recruit.
“The early-decision incentive bonus is really quite fair,” said Cibel Castillo, a second-year student at Wharton. “They give the student the equivalent amount that a company would spend if they had to come on campus and interview other candidates for that same intern’s position.”
Ms. Castillo added that the people she knew who accepted the bonuses probably would have accepted those jobs in any case — without the bonus.
One classmate, Grant Allen, said many of his friends believed that the money did not factor into their decisions. “The market’s hot, people know they have lots of options and they want to figure out what those options are,” Mr. Allen said. “They’re not being wooed away by 10 or 15 grand.”
This past summer the American accountant Frank Brown took over at INSEAD replacing Gabriel Hawawini, a product of the French education system. The greatest difference between Frank Brown and his predecessors is that he is a businessman and not an academic. In certain circles this is blasphemy. Mr. Brown does not have a doctoral degree beloved by the academic world and dare I say it, it does not have the treasured MBA degree.
What he does have, and a sure fire incentive to entrepreneurs is chutzpah and 26 years working in the commercial centre, most recently at PriceWaterhouseCoopers $3.5bn Advisory Services operating unit. He sees his corporate expertise essential to improve the INSEAD organisation and the process within the school. Anybody who has worked with such institutions as PwC, know that people at his level don't mess around and really mean business. Academics are just academics. This is not a pejorative statement but a point of fact that people in the field know to be true.
INSEAD will need to use his skills, particularly because they operate in Fontainebleau and Singapore and now to be the Middle East. As he states, "my role is connecting the dots". His attitude is contagious and exudes a 'steam ahead' attitude and has a clear global picture of what he wants INSAED to become.
"I'm really smitten with the place itself, the enthusiasm, the entrepreneurial spirit. You get the impression there is nothing you can't do if you put your mind to it. What do I wan t this place to be know for? The one thing that screams to me is leadership."
Mr. Brown's concept of leadership has been forged in the field of business practice not academia. He will therefore have a much more muscular approach. It should be anchored in a practical corporate setting.
"To me leadership means developing other people, leading by example. It 's about sharing authority, and accepting responsibility. One of the highest misnomers in leadership is that it is given. It isn't. It is earned.
Furthermore, Mr. Brown would like to distinguish two different brands: the MBA programme as an entity and the INSEAD brand as a separate entity.
"If you look at the MBA, what does it qualify for you? What happens over the past decade is that it has become less of a requirement. What we have to demonstrate is that it develops the next generation of leaders."
The corporate branding of INSEAD will require another strategy. Mr. Brown understands this and will use his strength to better promote the school in the USA where he believes the qualities of this internationally focused school are largely unknown. American corporations are basically unaware of INSEAD's diversity and that it graduates 900 professionals every year as much as HBS and Wharton combined.
He stipulates that promotion should be 'through word of mouth not a $50m advertising budget. Word of mouth is best. We have to talk to people, the right people. It's hard work. However, we've not had a person with broad business experience trying to do that. It happened to be something I enjoy doing. We've just to focus on doing more of the same."
Mr. Brown is also keen to further promote. He believes that firms planning to enter the Chinese market should see INSEAD deep expertise in Asian economies as a resource and a bridge. Promoting executive education at INSEAD is particularly significant as this short non-degree programmes account for up to 45% of the business school's revenues.
For anyone who has doubts on his abilities, they should think twice. First, he has bee with the school since 2000 in an advisory role. He has been on the Board since 2005 and understands the culture and strengths of his institution. He has already re-organised the top management team. Now he is embarking on fundraising. He acknowledges that this is more challenging in Europe than in the USA.
"We have a lot of alumni in Europe who have been very generous, but the difference between Europe and USA is that giving is not a natural European reflex."
At the moment INSEAD has raised $88.7m, which give s the school an annual income of +$3m. The best way to raise money, he says is to 'appeal to the heartstrings".
All and all, it will be exciting to see which direction Mr. Brown takes this noble academic institution in its relentless drive to expand the scope, power, and influence of one of Europe's leading business schools.
Penny Bradley Williams, head of professional assessment at WCW spoke out at the firm's Paris offices to a concerned group of new applicants: "When we ascertain what future candidates are seeking, we have seen a quantum leap in the number of people who want to further build their careers in London. When asked why, the answer is loud and clear: high salaries and opportunities. Certain people will even choose an MBA programme on the basis of where it is located because it implies strong local networks and connections. London is not just a European centre for business it is one of global capitals."
South of Paris at INSEAD, Claire Lecoq said: "This has also been a spectacular year for recruitment". As the director for MBA career services she knows: "It has been an incredible year for recruitment, particularly in finance, which increased by 10%, driven by London."
The investment banking sector has always been a major draw for MBAs Alison Trauttmansdorf, head of graduate recruitment at Goldman Sachs confirmed reports received from across the industry: "MBA hiring is up on average in the industry by 30-59 per cent in comparison with last year". Although Goldman recruits for all its major European bases, London by far, leads the pack.
Fei Long, a WCW correspondent reported from London that "the MBA is one of the few times in the life of professionals, when they can truly change the course of their life. For many people finance is a golden opportunity. It gives graduates a salary most people can only dream of while at the same time opens other career options down the line. People thrive on the challenge and the energy usually chooses finance and management consultancy.
Another interesting trend is the interest that a number of American graduates, who wants to live and work in London. At Columbia Business School in New York, the career services department reported that London is a favourite of graduates. Regina Resnick, at Columbia stated that the European market is driven by an upsurge in investment banking recruitment. There has also been a return to management consulting. At a recent consulting forum at the school 22 firms attended trying to attract interested parties.
Sheryle Dirks at Duke University's Fuqua School of Management supports this trend: "Much is driven by the resurgence in consultancy. The median salary for those graduating from Duke and moving into consulting is $110k although some alumni are earning $135k.
At Bain & Company, David Sanderson, head of global recruiting says Bain increased its recruitment of MBAs by 20% last year and expects to do the same again this year. This means that management consulting is aggressively recruiting more. If this seems like a return to the glory period of 1996-2000, it certainly appears that way.
In line with this development is another aspect from the 'glory days': Students are now becoming more choosy and turning down offers until they can secure something, which best corresponds to their real career objectives.
"Students are feeling a little more confident and walking away from jobs that are not a fit", says Diane Morgan, head of careers at LBS. Salary increases are apparent on both sides of the Atlantic.
Even better news for new MBAs and future candidates is the greater range of jobs on offer. While finance and management consulting have re-established themselves as the leaders, there is also increased interest in industry. Firms such as Google, Yahoo, and Microsoft are favourites. The firms have sex appeal among the graduates and are heavily recruiting across campuses in the USA.
As Fei Long stipulated in London, "Now is really the best time to apply to one of the top MBA programmes in many years".
Full Article
So, when deciding which business school to target, who better to ask than the recruiters?
That is the rationale behind the newly-released Wall Street Journal/Harris Interactive ranking of business schools, which is compiled on the ratings of more than 4,000 corporate MBA recruiters.
As well as ranking schools, the survey provides a series of other nuggets of information for students and institutions alike -- for example that recruiters see honesty as the most important leadership characteristic, followed by accomplishing goals, working in a team and inspiring others.
"Our study provides schools with an in-depth understanding of recruiter perceptions towards business school talent, and the characteristics they consider most important when hiring graduates," said Beth Forbes of Harris.
"Over the six years that we've conducted the business schools study, we have seen many schools use the results to help them strengthen their position in the marketplace."
The study puts some familiar heavyweight names at the top of the list, but also highlights the sterling work done in some lesser-known institutions.
The survey gives three separate rankings -- for national US business schools, regional US schools and international ones.
Of the 19 national MBA programs assessed -- many of which share the same blue chip recruiters in the eastern United States -- University of Michigan's Ross School of Business in Ann Arbor, Michigan, ranked top again.
Michigan edged out fellow top five members Dartmouth College, Carnegie Mellon, Columbia University and Berkeley, thanks to recruiters' top ratings for its students' ability to work well within teams, analytical and problem-solving skills and their overall well-roundedness.
The program was also praised for an emphasis on practical experience, meaning employers are confident Michigan graduates can connect theory with practice.
Closer to home
The separate ranking of 51 regional schools, which assessed feedback from recruiters who generally work within a network of schools that are geographically close, threw up some lesser-known names.
Top spot went to Thunderbird's Garvin School of Management in Glendale, Arizona, with students highly rated for international knowledge and experience, well-roundedness, ability to work well within teams, strategic thinking and work ethic.
The next four spots were taken respectively by Ohio State University, Brigham Young University in Utah, Purdue University in Indiana and Michigan State.
On average, the regional programs tend to receive more positive ratings than national schools, and also, unsurprisingly, enjoy generally closer relationships with their recruiters.
A total of 24 international schools were assessed by recruiters; nine from the United States, nine in Europe, three Canadian and three Latin American.
ESADE, in Barcelona Spain, was ranked first, receiving praise for its socially responsible ethos among other things. Its students come from around 30 countries, only a quarter of them from Spain.
The next four spots were taken by the Swiss-based IMD, Mexico's IPADE, London Business School and then Thunderbird again, which packs students from 50 countries into its campus.
The poll saw 4,125 MBA recruiters who hire full-time business school graduates rate schools with which they had recent experience. In all , more than 5,500 ratings were received, and schools needed a minimum of 20 to feature in a list.
von Rebecca Knight (Boston)
Competition from law and public policy drives MBA programmes to relax expectations of work experience. Applications to full-time MBA programmes plummeted during the late-1990s internet boom.
Top US business schools are recruiting younger, less experienced candidates in an effort to boost applications and head off competition for the best students from other graduate programmes such as law and public policy. In an attempt to lure new students, leading business schools - including Harvard, Stanford, the University of Chicago and Wharton - have moved away from the unofficial admissions prerequisite of four years' work experience and instead have set their sights on recent college graduates and so-called "early career" professionals with only a couple years of work under their belt.
"There has been an assumption that to apply to an MBA programme with less than five years' work experience was a waste of time, and that's not true any more," said Rosemaria Martinelli, associate dean of student recruitment and admissions at University of Chicago School of Business. "Schools want to attract the right students when they're ready."
Applications to full-time MBA programmes plummeted during the late-1990s internet boom. While applications have rebounded over the past couple of years, they are still not at the levels they were prior to the technology bubble, according to the Association to Advance Collegiate Schools of Business, the industry body. Meanwhile, applications to law schools have risen 16 per cent in the past five years, according to the Law School Admission Council. Applications to public policy schools have also increased. Both these graduate programmes tend to require less work experience and are therefore inclined to admit a large portion of new graduates.
Business school admissions officers said the new drive to attract younger students was in part the result of a realisation that they had inadvertently limited their applicant pool by requiring several years' work experience. Talented students who might otherwise have gone to business school instead opted for a law or policy degree because they were intimidated by the expectation of work experience. Admissions officers also said they had become more mindful of the various age-related life choices that young people - particularly woman - faced.
Questions about when to go full throttle on a career and when to start a family are all part of the graduate school equation, according to Thomas Caleel, the director of admissions and financial aid at the Wharton School at the University of Pennsylvania. "We've come to understand that it's a much different life choice for a woman to get her MBA at age 23 versus 28," he said.
So far, efforts to attract younger students are paying off. The incoming crop of students at leading US business schools is younger and less professionally seasoned than in years past. At Stanford, for instance, the average number of years' work experience for the incoming class is 3.8 years, compared with an average of five years in 2001. About a dozen students in the class of 370 are straight from university. At MIT's Sloan School of Business, the average age of MBA candidates has been steady at 28 for many years but this year fell to 27. At Wharton, where there had been a de facto admissions policy of no fewer than four years' work experience, 3 per cent of this year's class of 800 students have less than two years' work experience.
The class also has 10 students who are new college graduates. Harvard Business School has also had success in encouraging younger applicants by doing away with the $235 standard application fee. At the University of Chicago, roughly 10 per cent of the incoming class have less than three years' work experience under their belt, compared with 2 per cent five years ago. "I'd like to get it up to 20 per cent," said Ms Martinelli
I've made many of the popular MBApodcaster podcasts available for your listening pleasure below without the need for an MP3 player, iTunes or an iPod. (If you experience any issues such as off-speed playback, just refresh your browser.) MBAPodcaster was formed by Janet Nakano(NPR Reporter) and Diana Jordan(anchors the morning news on 106.7 K-Lite in Portland).
MBAPodcaster delivers information and advice through biweekly audio segments for those planning to apply for a Master in Business Administration. Guests include Deans of various business schools, alumni, corporate recruiters, MBA consultants and more. On each segment, they go in-depth on a particular topic of interest to an MBA applicant and interview relevant experts to help make the application process more efficient and successful.
To hear any of the Audio Podcasts, just click the play button.
Note: If you are using Internet Explorer, don't worry about the security message. Just ignore the message, the player will begin playing the audio file on your computer and will not require you to directly download it to your computer.
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Essays and Recommendations
Guests include:
-Linda Baldwin, Director of Admissions at UCLA Anderson School of Management
-Paul Bodine, Senior Editor at Accepted.com and author of "Great Application Essays for Business School"
-Linda Meehan, Assistant Dean and Executive Director of Admissions at Columbia Business School
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Guests include:
-Daphne Atkinson, Vice President of Industry Relations for the Graduate Management Admission Council (GMAC)
-John J. Fernandez, President and CEO of the Association to Advance Collegiate Schools of Business (AACSB) International, the preeminent accreditation body for business schools
-James Strachan, Associate Dean of the University of South Florida St. Petersburg College of Business Administration and author of "How to Get into the Right Business School"
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Guests include:
-Jim Hayes, Admission’s Director for University of Michigan Ross School of Business
-Rosemaria Martinelli, Associate Dean for student recruitment and admissions for University of Chicago Graduate School of Business
-Chad Troutwine, Co-Founder of MBA admission consulting company "Veritas Prep"
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Guests include recruiters from the following organizations:
-Kim Capps, Intuit Inc.
-DeAnna Christmas, IBM Corp.
-Kim Grounds, Symantec Corp.
-Colleen McCreary, Electronic Arts Inc.
-Hosted by Mark Bisnow of Bisnow on Business
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Part 2 of 3: What MBAs Can Expect in the High Tech Working World
Guests include recruiters from the following organizations:
-Kim Capps, Intuit Inc.
-DeAnna Christmas, IBM Corp.
-Kim Grounds, Symantec Corp.
-Colleen McCreary, Electronic Arts Inc.
-Hosted by Mark Bisnow of Bisnow on Business
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Guests include recruiters from the following organizations:
-Kim Capps, Intuit Inc.
-DeAnna Christmas, IBM Corp.
-Kim Grounds, Symantec Corp.
-Colleen McCreary, Electronic Arts Inc.
-Hosted by Mark Bisnow of Bisnow on Business
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Have You Passed The Point of Getting Your MBA?
Guests include:
-Randolph Gray, founder of Innovus Designs
-Taylor Milner, principal at Stroud Consulting
-Jeff Rice, executive director of Career Services and president of MBA Career Services Council
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Guests include:
-Monica Gray, Assistant Dean and Director of MBA Admissions at Georgetown University’s McDonough School of Business
-Peter von Loesecke, CEO and Managing Director of The MBA Tour
-Christopher Lozano, MBA Director of Student Recruitment and Admissions at the University of the Pacific’s Eberhardt School of Business
-Kim Killingsworth, Associate Director of International Admissions at Cornell University’s The Johnson School of Business
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Guests include:
-Louis Lavelle, Business School Editor for BusinessWeek
-Bob Morse, Director of Data Research for U.S. News and World Report
-Della Bradshaw, Business Education Editor for Financial Times
-Robert Franek, Vice President and Publisher for Princeton Review Books
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Strategic Recommendations for Writing Your Admission Essay
Guests include:
-Linda Abraham, President & Founder of Accepted.com, an admission’s counseling and essay editing service
-Thomas Caleel, Director of MBA Admissions and Financial Aid, The Wharton School of the University of Pennsylvania
-Brian T. Lohr, Senior Associate Director of Admissions at University of Notre Dame Mendoza College of Business
-Graham Richmond, Co-founder of MBA admission consulting company "Clear Admit"
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Guests include:
-Mark Rice, Dean of Olin Graduate School of Business at Babson College
-Dr. John Mather, Executive Director of the Masters Programs at the Tepper School of Management at Carnegie-Mellon University
-Robbie Allen, Current Part-time MBA Student at MIT Sloan School of Management
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Guests include:
-Judith Silverman, Senior Associate Director at University of Pennsylvania's Wharton Business School
-Graham Richmond, Co-founder of MBA admission consulting company "Clear Admit"
-Current MBA student who utilized the services of an admission consultant
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Is Sooner Better Than Later?
Guests include:
-Thomas Caleel, Director of MBA Admissions and Financial Aid, The Wharton School
-Brit Dewey, Managing Director of Admissions at Harvard Business School
-Robert Fuchs is the VP of Human Resources at EchoStar
-Mark Rice, Dean at The Olin Graduate School of Business at Babson College
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Guests include:
-Larry Rudner, Vice President for Research and Development at the Graduate Management Admission Council
-Jett Pihakis, Co-Director of Admissions for the Full-time MBA Program at UC Berkeley's Haas School of Business
-Monica Gray, Director of MBA Admissions at Georgetown’s McDonough School of Business
-Liz Riley Hargrove, MBA Admissions Director at Duke’s Fuqua School of Business
-Chris Snyder, Manager of Business Programs at Kaplan Test Prep and Admissions, a division of Kaplan, Inc.
-Zeke Vanderhoek, founder and CEO of Manhattan GMAT
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What You Can Do Now to Help Get Accepted Next Year
Guests include:
-Linda Abraham, President & Founder of Accepted.com, an admission’s counseling and essay editing service
-Omari Bouknight & Scott Shrum, co-authors of "Your MBA Game Plan: Proven Strategies for Getting into the Top Business Schools"
-Current MBA student at University of Chicago Graduate School of Business
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Start Planning Now So You Can Live Easier When School Starts
Guests include:
-Daphne Atkinson, VP of Industry Relations for the Graduate Management Admission Council
-Kathy Burlison, Director of Tax Implementation at H&R Block
-Thomas Caleel, Director of Admission and Financial Aid for University of Pennsylvania’s Wharton School
-Cori McManus, MBA Loan Specialist for Sallie Mae
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Guests include:
-Linda Abraham, Author of "The Nine Mistakes You Don't Want to Make on an MBA Waitlist" and Founder of Accepted.com, an admission’s counseling and essay editing service
-Michael Cohan, President of MBAPrepAdvantage, an admission’s consulting firm
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Guests include:
-Alan Resnik, Professor of Marketing at the School of Business Administration at Portland State University
-Jeff Rice, Executive Director of the Office of Career Services, Fisher College of Business at Ohio State
-Stella Ringer, College and Association Relations Manager with Coca Cola
-Srikanth Yellapregada, recent graduate from the Fisher College of Business at Ohio State University
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Guests include:
-Mark Rice, Dean of Olin Graduate School of Business at Babson College
-Dr. John Mather, Executive Director of the Masters Programs at the Tepper School of Management at Carnegie-Mellon University
-Robbie Allen, Current Part-time MBA Student at MIT Sloan School of Management
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Guests include:
-Sally Jaeger, Assistant Dean and Director of the MBA Program at Tuck School of Business, Dartmouth College
-Collin McDougall, President of Ivey School of Business MBA Association at the University of Western Ontario
-Dr. Peter Regan, Adjunct Professor at Tuck School of Business, responsible for running Tuck’s MBA Math Camp program for incoming students
-Allison Riley, Manager of Student Products at the Graduate Management Admission Council (GMAC)
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Guests include:
-Dr. Peter Regan, Tuck Business School Professor and Founder of MBA Math
-Steve Lubrano, Assistant Dean and Chief Operations Officer at Tuck School of Business
-Tumi Adebiyi, former MBA Math student and current first year student at Tuck School of Business
-Stefano Pardi, former MBA Math student and current first year student at London Business School
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Guests include:
-Charles Jacobina, Executive Director of Virginia Tech’s new EMBA program, the Pamplin College of Business Executive MBA Program
-Julie Cisek Jones, Assistant Dean for the Kellogg School at Northwestern University and Director of Executive MBA Programs, the #1 ranked EMBA program in 2005 according to BusinessWeek
-Maury Kalnitz, Managing Director of the Executive MBA Council
-Ethan Hanabury, Associate Dean for Executive MBA Programs at Columbia Business School
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Guests include:
-Thomas W. Cline, MBA, Ph.D., adjunct professor at University of Pittsburgh's Katz Graduate School of Business and co-author of "The ROI on the MBA"
-Antony Davies, Ph.D., economics professor at Duquesne University and co-author of "The ROI on the MBA"
-Toby Hemmerling, admission consultant from Dream MBA
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Guests include:
-Paul Danos, Dean of Tuck School of Business at Dartmouth College
-Kirk Hanson, Executive Director of the Markkula Center for Applied Ethics at Santa Clara University
-Judith Samuelson, Executive Director of "Beyond Grey Pinstripes" at the Aspen Institute
-David Vogel, Professor at Haas School of Business at the University of California, Berkeley
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Guests include:
-George Lorenzo, Author of "The Complete Idiot's Guide to Getting Your MBA Online"
-Vicky Phillips, CEO & Founder GetEducated.com, an online degree directory offering listings to the Council for Higher Education Accreditation (CHEA) - accredited colleges and universities
-John Gallagher, Associate Dean of Executive MBA Programs at Duke University Fuqua School of Business
-Carol Swanberg, Director of Admissions at Syracuse University Whitman School of Management
-Karen Breinlinger, alumnus from Syracuse University Whitman School of Management and current VP of product development for Corning, Inc.
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5 Comments:
Hi Dave,
I remember somewhere in your blog, there is a list of suggested questions to ask adcom when we go to MBA fairs. Would you happen to know where it is? I could not find it for the life of me. Thanks =D
Refer to my comment on the MBA Tour at http://daveformba.blogspot.com/2006/07/mba-tour-06-07-registrations-going-on.html#115341575841761819
and read the following.
1)Pick 10 schools you are interested in first.
2)With those 10 schools, make sure to get their literature and listen to 5-8 peoples questions that are asked and their response.
3)Ask some questions like
a.How do students and teachers interact with one another outside of class.
b.What are some planned changes I should expect over the next 3-5 years in the curriculum or facilities.
c.Who are some of the student fav profs and classes.
d.What are some of the best ways to interact with students for further questions? Is it ok to contact my local Alum group from your school to get check out mixers and the like?
These questions are areas that aren’t answered on any website or brochure. That’s a great way to use the time and helps you to get an inside look at the school.
hi dave
which college do u think is a better choice to do 1 yr mba - hult in u.s or ashridge in u.k?
It depends on which school is best for you. Did you do the research to see which school matches your goals? It's not realistic to get an answer to this question based on no info from your part.
hello everybody, i m in last year of my engineering i.e. 7th sem, i want to know whether i can apply for LBS? i m planning to give GMAT and IELTS in February next year, plz tell me can i apply without any work experience with a gud GMAT score... how much GMAT score i need? plz suggest me something... hoping to get a response soon.. thank u
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