Articles archive
Foreword to the 2nd EditionConsortia Programmes: Challenge, Excitement and Innovation In ActionCompanies mentioned: Ford; Smith Industries; BAe; Hewlett Packard; Sony; Electrolux; Rank Xerox; Daimler Benz; Continental AG; United Distillers; Marks & Spencer; British Airways; BT; Lloyds Bank; Vauxhall Motors; Metra Corporation; Volvo; Norsk Hydro; Midland Bank; Alcatel; Lufthansa; Shell; Tetra Laval; LG; SKF; Standard Chartered Bank. Author: Gay Haskins, Director, Executive Education,
London Business School Creating A Learning Partnership: A Key To Competitive AdvantageIn recent years, there has been a significant shift in many companies' approach to competitiveness. While, in the past, strategic advantage has often been based on a unique technology or on outstanding products, today it is increasingly embedded in the underlying quality of a company's people and their cutting-edge experience. Author: Dr Peter Lorange, President and Maucher
Nestlé Professor, IMD, Lausanne Flexible Management Development in Hong KongMost of the participants in our training courses are unknown to us. We do not know what their needs are; we do not know their strengths and weaknesses. But, most surprising of all, many employing organizations do not know what competencies or capabilities are required in order for their executives to be effective in :heir jobs. They have job titles, in some cases they have specified projects or tasks and, in some cases, specified targets. Often they have a brief, minimal, job description. Author: Michael Cumbers, AE, BSc, CEng, FIMC,
FinstM, Director, The Management Development Centre of Hong Kong Information Technology In Change Management: Using Computer-Mediated Communication To Support Distance LearningOne new approach being used by leading business schools looking to the future is to support career-long learning by using computer-mediated communication. The Australian Graduate School of Management (AGSM) at the University of New South Wales is at the forefront in the creative use of information technology, initially by providing support to participants in a change management qualification using the Internet. As with all innovations, this is an ongoing process, constantly being refined to meet the needs of the course participants, not only those learning but also those facilitating the learning. This course is being used as a pilot programme to explore the possibility of using on-line learning on a much wider scale in the school's other programmes. Author: Ann Wilson, Australian Graduate School
of Management, University of New South Wales Innovation In Business Schools: Creating Value Through Executive EducationIt may sound trite, but these are exciting times for executive education at business schools. Two trends have supported the currently growing importance of executive education. Increased internationalization and growing international competition call for the professionalization of management. In a protected environment it is easy to survive on the basis of talent, intuition and good networks. In a global economy one still needs these three success factors, but on top of that fierce competition also requires a good conceptual understanding of what professional management is all about. At the same time, we see that business schools have started to see executive education as a true academic endeavour on a par with other university activities. From the beginning at INSEAD we have treated executive programmes as equally challenging and important as our qualification programmes. But in many schools it was seen as a marginal activity, mainly to make some easy money. That had to change. Author: Arnoud de Meyer, Associate Dean, INSEAD Innovation In Business Schools: The Pressure To Innovate And The ResponseIn virtually all of the world's economies, business organizations have been experiencing an intensification of competition in recent years. As a result they have been scrutinizing all forms of expenditure more closely than in the past and asking of each activity 'What value does it add to the business?' and 'How can we achieve our objectives in the most cost effective way?' Author: Philip Sadler, Vice-President, Ashridge
Management College and Consultant Editor Management Education And The New TechnologiesHow will video-conferencing, the Internet, multimedia cases, on-line classrooms and all the other educational technologies affect management education in business schools and in-company development programmes? For example, distance learning has huge appeal for institutions but it may be less than appealing to the actual students and managers subjected to this new format. Author: George Siedel and Graham Mercer, University
of Michigan Business School, Jim Sheegog, Duke University, Fuqua
School of Business, Brandt Allen, University of Virginia, The Darden
School PCCM: Programme For Cross-Cultural ManagementPCCM is a three-week programme for the middle management of companies in developing countries held three times a year at the Association for Overseas Technical Scholarship (AOTS) in Tokyo. AOTS is a non-profit organization established in 1959 with the financial support of the Ministry of International Trade and Industry (MITI) of Japan. Another financial source is contributions of member companies. AOTS provides scholarships to engineers from developing countries working for Japanese companies to come to Japan for training. The application for the scholarship should be made in principle by the host Japanese company to AOTS. Author: Professor Naoto Sasaki, Tokohagakuen,
Hamamatsu University, Japan The Internationalization Of Business And Management Education: Multimedia As A Response To The Demand For 'New European Managers''Internationalization' has become something of a 'motherhood' word in the present climate. Institutions tend to use it in their publicity material as if it was a touchstone of radical and useful practice in management education. But there are many different levels and types of internationalization and the extent to which it is, in practice, a beneficial element of management education in the UK is still to be determined. Multimedia courseware and support for distance learning which uses the Internet and video conferencing have strengthened the case for international programmes. Authors: Professor David TH Weir, Director,
University of Bradford Management Centre, Robert McClements, Director
of European Telematics Group, University of Bradford Management
Centre, Dr Brian Gilding, Chairman of International Executive Programmes,
University of Bradford Management Centre
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